The Role of Conversations in Producing Intentional Change in Organizations
Most perspectives on change propose that communication occurs in the context of change. This article inverts that perspective by proposing both that communication is the context in which change occurs and that the change process unfolds in a dynamic of four distinct types of conversations. The funda...
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| Veröffentlicht in: | The Academy of Management review 1995-07, Vol.20 (3), p.541-570 |
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| container_title | The Academy of Management review |
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| creator | Ford, Jeffrey D. Ford, Laurie W. |
| description | Most perspectives on change propose that communication occurs in the context of change. This article inverts that perspective by proposing both that communication is the context in which change occurs and that the change process unfolds in a dynamic of four distinct types of conversations. The fundamental nature of speech as performative suggests that change is linguistically based and driven and that producing intentional change is facilitated by intentional communication. The relationships among the conversations are discussed, and implications for theory, research, and practice are given. |
| doi_str_mv | 10.2307/258787 |
| format | Article |
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| identifier | ISSN: 0363-7425 |
| ispartof | The Academy of Management review, 1995-07, Vol.20 (3), p.541-570 |
| issn | 0363-7425 1930-3807 |
| language | eng |
| recordid | cdi_proquest_miscellaneous_38816517 |
| source | Periodicals Index Online; EBSCOhost Business Source Complete; JSTOR Archive Collection A-Z Listing |
| subjects | Chief executive officers Communication Conversation Management Management training Organizational behavior Organizational change Organizational communication Paradoxes Performative utterances Promises Social structure Speech Speech acts Theory Verbal communication Workplaces |
| title | The Role of Conversations in Producing Intentional Change in Organizations |
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