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Kurt Lewin was a social scientist who researched learning and social conflict. Lewin's first venture into change management started with researching field theory in 1921. Five years later, Lewin would begin a series consisting of about 20 articles to explain field theo
Organizational change fatigue or change fatigue is a general sense of apathy or passive resignation towards organizational changes by individuals or teams, said to arise when too much change takes place, [1] or when a significant change follows immediately on an earlier change. [2]
The dominant account of extinction involves associative models. However, there is debate over whether extinction involves simply "unlearning" the unconditional stimulus (US) – Conditional stimulus (CS) association (e.g., the Rescorla–Wagner account) or, alternatively, a "new learning" of an inhibitory association that masks the original excitatory association (e.g., Konorski, Pearce and ...
Each behavioural change theory or model focuses on different factors in attempting to explain behaviour change. Of the many that exist, the most prevalent are learning theories, social cognitive theory, theories of reasoned action and planned behaviour, transtheoretical model of behavior change, the health action process approach, and the BJ Fogg model of behavior change.
The McKinsey 7S Framework is a management model developed by business consultants Robert H. Waterman, Jr. and Tom Peters (who also developed the MBWA-- "Management By Walking Around" motif, and authored In Search of Excellence) in the 1980s. This was a strategic vision for groups, to include businesses, business units, and teams. The 7 S's are ...
Organizational adaptation (sometimes referred to as strategic fit and organizational congruence) is a concept in organization theory and strategic management that is used to describe the relationship between an organization and its environment.
A contingency theory is an organizational theory that claims that there is no best way to organize a corporation, to lead a company, or to make decisions. Instead, the optimal course of action is contingent (dependent) upon the internal and external situation.
Cohen used attitude change of the partners as the manipulation of dissonance where he randomly allocated his subjects into high-dissonance group and low-dissonance group. The results exposed strong boomerang effects for high-dissonance group. He also found out that the response to the likability and friendliness of the partners are relevant.