The aim of this study was to explore the role of feedback in managing resistance to
organisational change. A general systems theoretical model of individual resistance to
change was developed. It describes the origin, function and outcomes of individual
resistance to planned organisational change. The role of feedback within this process
was identified as a central one and feedback was therefore identified as an important
point of leverage in managing resistance to change. The survey feedback approach was
adopted in a retail organisation undergoing significant change. Staff were asked to
respond to a survey on their experience of the change. Results were analysed and then
fed back to them during group discussions. The process was repeated. It was concluded
that the survey feedback approach significantly contributed to a reduction in resistance
to change and that both survey feedback approach and the model of individual resistance
to change merit further investigation. / Industrial Psychology / M.A. (Industrial Psychology)
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:unisa/oai:uir.unisa.ac.za:10500/16857 |
| Date | 12 1900 |
| Creators | Goodwin, Shelagh |
| Contributors | Watkins, M. L. |
| Source Sets | South African National ETD Portal |
| Language | English |
| Detected Language | English |
| Type | Dissertation |
| Format | 1 online resource (ix, 105 leaves) |
Page generated in 0.0024 seconds