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| Cyclical process of identifying system problems, gathering data, taking corrective action, assessing progress, making ongoing adjustments, and learning from the experience. |
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| An approach to organizational change that focuses on what is going well and what is valued most that can serve as s foundation for future improvements. |
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| Situation in which a change, or other condition, that directly affects only one or few persons may lead to a reaction from many people, even hundreds or thousands, because of their mutual interest in it. |
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| Any alteration occurring in the work environment that affects the way in which employees must act. |
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| People whose roles are to stimulate, facilitate, and coordinate change within a system while remaining independent of it. |
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| Learning new idea and practices of thinking, reasoning, and performing. |
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| Leadership characteristic that inspires and influences employees to take early and sustained action to carry out a vision. |
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| Process of using current information about a change to prepare participants to manage future changes even more effectively. |
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| The start existing when there is dynamic balance between forces supporting and restraining any existing practice. |
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| Concept that the more observation of a group tends to change the way the group operates. |
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| Self-correcting mechanism in a group by which energies are called up to restore balance whenever change threatens. |
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| Positive beliefs about the potential and desire for growth among employees. |
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| Structured activities designed to help individual or groups improve their work effectiveness. |
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| Systematic application of behavioral science knowledge at various levels (group, inter group, and total organization) to bring about planned change. |
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| Anticipating events, initiating change, and taking control of one’s destiny. |
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| Costs that affect a person’s inner self or psyche. |
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Definition
| Responding to events, adapting to change, and tempering its consequences. |
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Definition
| Term applying to situations involving change and referring to the action of integrating what had been learned into actual practice. |
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Term
| Repetitive change syndrome |
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Definition
The paralyzing effect on individuals from continuous rounds of organizational change, resulting in overload and the inability to cope with new changes |
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Definition
| Desire not to accept a change or to accept it only partially, often resulting in actions designed to discredit, delay, or prevent the implementation of a work change. |
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| Managers who initiate bold strategic changes to position the organization for its future. |
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| Term applying to situations that involve change and referring to the act of casting aside old ideas and practices so that new ones can be learned. |
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Definition
| Challenging and crystallized long-range portrait of what the organization and its members can and should be-a possible, and desirable, image of the future. |
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