Article thumbnail
Location of Repository

An analysis of schema change intervention

By Robert M. Thompson and Neal F. Ryan

Abstract

Successful organizational transformation relies on being able to achieve paradigm or collective schema change, and more particularly, the ability to manage the interplay between pre-existing schemas and alternative schemas required for new environments. This conceptual paper presents an analysis and critique of collective schema change dynamics. Two schema change pathways are reflected in the literature: frame-juxtapose-transition and frame-disengage-learning. Research findings in each pathway are limited and/or contradictory. Moreover, research on schema change focuses primarily on social dynamics and less on the relationship between social schema change dynamics and individual schema change dynamics. One implication of this lack of focus on individual schema change dynamics is the masking of the high level of cognitive processing and cognitive effort required by individuals to effect schema change. The capacity to achieve organizational transformation requires that more attention is given to managing these dynamics, which, in turn, requires significant investment in developing the change leadership capabilities of managers and the organizations they manage

Topics: 150312 Organisational Planning and Management, Schema Change, Change Leadership, Organizational Cognition
Year: 2011
OAI identifier: oai:eprints.qut.edu.au:45605

Suggested articles


To submit an update or takedown request for this paper, please submit an Update/Correction/Removal Request.