Title: Precision in managing organisational change: identifying and analysing needs using social constructs

Authors: Mambo G. Mupepi, Sylvia C. Mupepi, Ramkrishnan V. Tenkasi, Gayla Jewell

Addresses: University of Michigan Health System/Grand Valley State University, 2715 Arbor Chase Drive NE, Grand Rapids, MI 49525, USA. ' Grand Valley State University, 2715 Arbor Chase Drive NE, Grand Rapids, MI 49525, USA. ' Benedictine University, 5600 College Road Lisle, Chicago, IL 60532, USA. ' Grand Valley State University, Cook DeVos Center for Health Sciences, Room 476, 301 Michigan St NE, Grand Rapids, MI 49503-3314, USA

Abstract: The discourse presented in this paper focuses on the deployment of Appreciative Inquiry (AI) to determine organisational needs. The AI methodology enables a co-constructed and systematic analysis that gives a clear and accurate assessment of prevailing cultural conditions, a prerequisite step in introducing and managing change. Using AI will enable deep change to occur. AI is one of the best methods in organisational transformation that has revolutionised how change is introduced and managed. The methodology is a complete change management process equipped with tools for measurement and evaluation of culture in organisations, an interview protocol, and a framework for creating desired change and positivism. The method uses a Four-Dimension Cycle (Four-D Cycle) as its technological hub for determining organisational needs, continued co-constructing of a shared vision, and developing concerted efforts in fulfilling desirable destiny. Using AI as the intervention of choice, this paper draws a discourse that focuses on getting the organisational needs right the first time and the successful implementation of long-lasting desirable change.

Keywords: analytic perspective; appreciative inquiry; co-construction; prevailing culture; organisational effectiveness; systemic analysis; organisational change; change management; social constructs; organisational needs; organisational transformation.

DOI: 10.1504/IJMP.2008.018368

International Journal of Management Practice, 2008 Vol.3 No.2, pp.150 - 163

Published online: 18 May 2008 *

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