Please use this identifier to cite or link to this item: https://une.intersearch.com.au/unejspui/handle/1959.11/68
Title: Team feedback based on dialogue: Implications for change management
Contributor(s): Jabri, M (author)
Publication Date: 2004
Open Access: Yes
DOI: 10.1108/02621710410517238
Handle Link: https://hdl.handle.net/1959.11/68
Abstract: Recent work in change management has emphasized the role of feedback in creating a readiness for, and contributing to acceptance of, the need for change. This article illustrates the development and application of an intervention protocol where differences in perceptual location among team members of an R&D team were used as a springboard for inducing them to talk more openly about their differences and to help them see how change could be constructed through dialogue as a medium. To the extent that team members were willing to create shared meaning, rather than gaining agreement on one meaning, they were more able to learn from each other and to "criss-cross" their views with each other, thus enhancing their understanding of the sorts of issues that are impeding their ability to perform.
Publication Type: Journal Article
Source of Publication: The Journal of Management Development, 23(2), p. 141-151
Publisher: Emerald Group Publishing Limited
Place of Publication: UK
ISSN: 0262-1711
Field of Research (FOR): 150312 Organisational Planning and Management
Peer Reviewed: Yes
HERDC Category Description: C1 Refereed Article in a Scholarly Journal
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Appears in Collections:Journal Article
UNE Business School

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