Abstract
There are two main parts to this reflective case history of evidence-based OCD practice. The first involves the use of framing in enhancing meaning and provoking action from the client, an automotive manufacturer in Malaysia. The second part, largely drawn from organizational change experience in Australia, is a reflection on the use of tropes in change project teams and with clients to facilitate communications and invoke new ways of thinking. Both “evidence” and experience play an important role in the two stories. Through reflection, insights and lessons learned are presented that may help organizational change and development practitioners.
Without change, there can be no progress. To influence change, organizations attempt to harmonize internally and become accustomed to dealing with a variety of situations that may require a number of solutions. Evidence-Based Initiatives for Organizational Change and Development discusses what helps or hinders the organizational-change-and-development-related agency and provides practical insights and lessons to be learned from many reflections on evidence-based OCD practice. Featuring research on topics such as human resource development, organizational behavior, and management consultancy, this book is ideally designed for business academics, organizational change leaders, line managers, HRD professionals, OD/management consultants, and executive coaches seeking coverage on the implementation of OCD intervention strategies and the associated changes in management processes.