Journal article
Leading people and communities through change: the case for unlearning
Journal of Interdisciplinary Studies, Vol.18(1), pp.121-130
2005
Abstract
Organisations impact on the community in which they operate, particularly in regionally-based organisations. Therefore, when significant organisational changes are being designed and implemented, it is critical to consider the likely impact on the community. In many cases, the individuals involved and sometimes entire communities are being confronted with changes that question their long-held beliefs and basic assumptions. In this situation, simply encouraging a "new way of doing things" is insufficient, and the more recently recognised issue of unlearning becomes particularly relevant. This paper utilises as an example two regionally-based organisations located in the same town, considers the impact of change at the individual,organisational and community level, and advocates the need for unlearning.
Details
- Title
- Leading people and communities through change: the case for unlearning
- Authors
- Karen Becker (Author) - Central Queensland UniversityJ Karayan (Author) - California State Polytechnic University, United States
- Publication details
- Journal of Interdisciplinary Studies, Vol.18(1), pp.121-130
- Publisher
- California State Polytechnic University
- Date published
- 2005
- ISSN
- 0899-5281
- Copyright note
- Copyright © 2005 The Authors. The author accepted version is reproduced here with permission.
- Organisation Unit
- School of Business and Creative Industries; UniSC Moreton Bay; University of the Sunshine Coast, Queensland; USC Business School - Legacy
- Language
- English
- Record Identifier
- 99450874702621
- Output Type
- Journal article
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