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Framing and Tropes in Organizational Change Practice

Framing and Tropes in Organizational Change Practice

Mark Kong Chew Loon
Copyright: © 2019 |Pages: 9
ISBN13: 9781522561552|ISBN10: 1522561552|EISBN13: 9781522561569
DOI: 10.4018/978-1-5225-6155-2.ch042
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MLA

Loon, Mark Kong Chew. "Framing and Tropes in Organizational Change Practice." Evidence-Based Initiatives for Organizational Change and Development, edited by Robert G. Hamlin, et al., IGI Global, 2019, pp. 617-625. https://doi.org/10.4018/978-1-5225-6155-2.ch042

APA

Loon, M. K. (2019). Framing and Tropes in Organizational Change Practice. In R. Hamlin, A. Ellinger, & J. Jones (Eds.), Evidence-Based Initiatives for Organizational Change and Development (pp. 617-625). IGI Global. https://doi.org/10.4018/978-1-5225-6155-2.ch042

Chicago

Loon, Mark Kong Chew. "Framing and Tropes in Organizational Change Practice." In Evidence-Based Initiatives for Organizational Change and Development, edited by Robert G. Hamlin, Andrea D. Ellinger, and Jenni Jones, 617-625. Hershey, PA: IGI Global, 2019. https://doi.org/10.4018/978-1-5225-6155-2.ch042

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Abstract

There are two main parts to this reflective case history of evidence-based OCD practice. The first involves the use of framing in enhancing meaning and provoking action from the client, an automotive manufacturer in Malaysia. The second part, largely drawn from organizational change experience in Australia, is a reflection on the use of tropes in change project teams and with clients to facilitate communications and invoke new ways of thinking. Both “evidence” and experience play an important role in the two stories. Through reflection, insights and lessons learned are presented that may help organizational change and development practitioners.

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