Status
Available
Call number
Collection
Publication
A Final Project Submitted in Partial Fulfillment of the Requirements for the Master of Arts in Conflict Facilitation and Organizational Change, Process Work Institute, Portland, OR
Local notes
http://www.processwork.org/files/Finalprojects/Pavlenko_Y_January_2014.pdf
Abstract
This is an educational project that included creating and leading a workshop for managers enabling them to deal with and reduce hidden resistance to change. I designed a pilot workshop that I led on 25 October 2012 in order to identify the relevant issues/ tools needed to work with resistance to change. The workshop was attended by 12 people—representatives of Russian and international business companies—who are interested in and are working with organizational change. Top managers, HR directors, and managers are among them. The project also included the following activities: creating a program, script, and exercises for the workshop, preparing handouts for participants, gathering feedback from participants, and writing this contextual essay. This essay shows the contribution of Process Work to change management and explains why we call Process Work a cutting edge approach in modern management. It also provides a Process Work toolbox for managers in dealing with hidden resistance, along with backgroun theory and exercises. Results of the participants' feedback indicate the relevance of timeliness of Process Work tools for business practitioners. They also suggest refinements of the workshop that are needed and clarify new directions that could be useful. Simply, this final project expands the range of possibilities in which to apply Process Work approaches in business contexts.
Abstract
This is an educational project that included creating and leading a workshop for managers enabling them to deal with and reduce hidden resistance to change. I designed a pilot workshop that I led on 25 October 2012 in order to identify the relevant issues/ tools needed to work with resistance to change. The workshop was attended by 12 people—representatives of Russian and international business companies—who are interested in and are working with organizational change. Top managers, HR directors, and managers are among them. The project also included the following activities: creating a program, script, and exercises for the workshop, preparing handouts for participants, gathering feedback from participants, and writing this contextual essay. This essay shows the contribution of Process Work to change management and explains why we call Process Work a cutting edge approach in modern management. It also provides a Process Work toolbox for managers in dealing with hidden resistance, along with backgroun theory and exercises. Results of the participants' feedback indicate the relevance of timeliness of Process Work tools for business practitioners. They also suggest refinements of the workshop that are needed and clarify new directions that could be useful. Simply, this final project expands the range of possibilities in which to apply Process Work approaches in business contexts.