Skip to main content
Article thumbnail
Location of Repository

An exploration of the use of graphic facilitative methods within the strategic change process

By Karen Elizabeth Young

Abstract

The strategy and change management fields have developed new perspectives in recent years. Studies show that a high percentage of strategic change efforts fail and it was argued that one problem was the unsuccessful communication of the vision and strategy to employees. This exploratory research studied the use of graphic facilitative methods within the context of an organisation's strategic change process. Phase one of the explorative study was carried out using the combination of interview data, workshops and literature to identify emerging themes and to develop a conceptual model. Phase two of the study was again exploratory but more focused on the themes that had emerged from the preliminary study. Data was collected through interviews, observational methods, survey and a more focused literature review. Through the combined findings of the preliminary and focused study and from the literature, the author established an understanding and theory of how the methods contribute to improved strategy communication. The research has re-enforced the view in literature that the strategy communication process will be more successful by ensuring the strategy is driven by the right people and the strategy development is realistic. The use of graphics, metaphors, stories and dialogue, in combination, can help to improve the strategy communication process by conveying a clear strategic message, by facilitating an interactive strategy communication process, by encouraging communication in an open and safe environment, and because they are new, innovative and different

Topics: Strategy, Change management
Publisher: School of Industrial and Manufacturing Science
Year: 2003
OAI identifier: oai:dspace.lib.cranfield.ac.uk:1826/102
Provided by: Cranfield CERES

Suggested articles

Citations

  1. (1988). Business Research Methods,
  2. (1979). On a Clear Day You Can See Inside General Motors: John Z. de Lorean’s Look Inside the Automotive Giant,
  3. (2003). Strategic Change and Leader-Follower Alignment. doi
  4. (1979). The Impact of Comprehensive Planning on Financial Performance. doi
  5. (1987). Understanding Strategic Change Processes: Some Preliminary British Findings, in A. Pettigrew (ed) The Management of Strategic Change,
  6. (1990). Writing Up Qualitative Research (Qualitative Research Methods), doi

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