02 Feb Identify a current change in an organization with which you are familiar. Alternatively, identify a current public issue about which something must be done?. In relation to the
Identify a current change in an organization with which you are familiar. Alternatively, identify a current public issue about which “something must be done”. In relation to the change issue, think about what sense-making changes might need to be enacted and how you would go about this. Assess this in terms of the eight elements of the sense-making framework suggested by Helms Mills and as set out in Table 9.7 (p. 303)
List one citation from text.
Ｃｈａｐｔｅｒ盤豊熟饗
ｏｒｇａｎぱａｔｉｏｎ ＤｅＶｅ１ｏｐｍｅｎｔ
ａｎｄ Ｓｅｈｓｅ－Ｍａｋｍ９
Ａｐｐｒｏａｃｈｅｓ
Ｌｅａｒｎｉｎｇ ｏｂｊｅｃｔｉｖｅｓ
Ｂｙｔｈｅｅｎｄｏｆｔｈｉｓｃｈａｐｔｅｒｙｏｕｓｈｏｕ－ｄｂｅａｂ－ｅｔｏ：
圃翻圏欄間
Ａｐｐｒｅｃｉａｔｅｍｏｒｅｃｌｅａｒｌｙｔｈｅｏｒｇａｎｉｚａｔｉ。ｎａＩＣｈａｎｇｅａＰｐｒｏａｃｈｅｓｕｎｄｅｒｐｉｎｎｉｎｇ
ｔｈｅｃｏａｃｈａｎｄｉｎｔｅｒｐｒｅｔｅｒｉｍａｇｅｓｏｆｍａｎａ９ｉｎｇｃｈａｎｇｅ．
耀霞覇灘藁露顕園
Ｕｎｄｅｒｓｔａｎｄｔｈｅｏｒｇａｎｉｚａｔｉｏｎ Ｄｅｖｅｌｏｐｍｅｎｔ（ＯＤ）ａｐｐｒｏａｃｈｔｏｃｈａｎｇｅ．
璽璽璽圃
Ｂｅａｗａｒｅｏｆｅｘｔｅｎｓｉｏｎｓｏｆｔｈｅ ＯＤ ａｐｐｒｏａｃｈｓｕｃｈａｓＡｐｐｒｅｃｉａｔｉｖｅｌｎｑｕｉｒｙ，
Ｐｏｓｉｔｉｖｅ ｏｒｇａｎｉｚａｔｉ。ｎａＩＳｃｈｏｌａｒｓｈｉｐ，ａｎｄ Ｄｉａｌｏｇｉｃ ＯＤ．
Ｅ圏圏圏麗
Ｕｎｄｅｒｓｔａｎｄｔｈｅｓｅｎｓｅ‐ｍａｋｉｎｇａｐｐｒｏａｃｈｔｏｃｈａｎｇｅ．
“凶ｈｅｎ『ｈｅ ｗｏｒ／ｄｃｈｏｎｇｅｓ
ｏｒｏｕｎｄｙｏｕｏ打ｄｗｈｅｎ／ｒｃｈｏｎｇｅｓ
ｏｇｏ′“ｓｒｙｏｕ－－ｗ力ｏｒｕｓｅｄｒｏｂｅｏそｏ′／ｗ′ｎｄ
′ｓｎｏｗｏｈｅｏｄｗ′ｎｄ－ｙｏｕｈｏｖｅｒｏ／ｅｏｎ′“『ｏ
ｒｈｏｆｏｎｄ方ｇｕ「ｅｏｕｒｗｈｏｔｔｏｄｏｂｅｃｏｕｓｅ
Ｃｏｍｐ／Ｏ′“′“９′ｓｎＴｏｓｔｒｏｔｅｇｙぞ
２８２
ＣＩ１ａＰｔｅｒ９
０′耳の７′ｚα”○〃上）ｇ１’ｅわ野′７７ｇｍの７ｄＳｅ′７ｓｅ‐み名α膚′７ｇ４口Ｐｒｏｑｃ力郎
鰹霊園璽ＬＡ－ｔｅｒｎａｔｉｖｅ ＡＰＰｒｏａｃｈｅｓｔｏ Ｍａｎａｇｉｎ９ Ｃｈａｎｇｅ
ｏｆｔｈｅｓ広ｉｍａｇｅｓｏｆｍａｎａｇｉｎｇｃｈａｎｇｅ，ｔｈｅ ｍｒｅｚｑ比ｇｒａｎｄ′ｍｍ／だｒｉｍａｇｅｓｈａｖｅｔｈｅｉｒ云ｏｕｎ－
ｄａｔｉｏｎｓｉｎｔｈｅ負ｅｌｄｏｆｏｒｇａｎｉｚａｔｉｏｎｔｈｅｏｒｙ；ｔｈｅｏｔｈｅｒ危ｕｒｉｍａｇｅｓ一αかぎαの；のαｃた，′？”１ノＺｇｄｒの；
ａｎｄ！′？彫塑だす好一ｈａｖｅｓｔｒｏｎｇｅｒあｕｎｄａｔｉｏｎｓｉｎｔｈｅｏｒｇａｎｉｚａｔｉｏｎａｌｃｈａｎｇｅｆｉｅｌｄ．Ｔｈｉｓｃｈａｐｔｅｒ
ａｎｄｃｈａｐｔｅｒ
ｌｏｄｅｌｖｅｆｕｒｔｈｅｒｉｎｔｏｔｈｅ あｕｎｄａｔｉｏｎｓｏｆｔｈｅ危ｕｒｉｍａｇｅｓｔｈａｔａｒｅｒｏｏｔｅｄｉｎ
ｔｈｅｏｒｇａｎｉｚａｔｉｏｎａｌｃｈａｎｇｅ五ｅｌｄａｎｄｅｘｐｌｏｒｅｔｈｅｉｒｉｍｐｌｉｃａｔｉｏｎｓあｒｈｏｗｔｏ ｍａｎａｇｅｏｒｇａｎｌ－
ｚａｔｉｏｎａｌｃｈａｎｇｅ，Ｔｈｅｙａｒｅ
ａｌｓｏｔｈｅＦｏｕｒｉｍａｇｅｓｔｈａｔ，ｉｎ ｖａｒｉｏｕｓ ｗａｙｓ，ａｓｓｕｍｅｔｈａｔｔｈｅ
ｃｈａｎｇｅ ｍａｎａｇｅｒｈａｓａｎｉｍｐｏｒｔａｎｔｉｎｆｌｕｅｎｃｅｏｎｔｈｅ ｗａｙｃｈａｎｇｅｏｃｃｕｒｓｉｎｏｒｇａｎｉｚａｔｉｏｎｓ．
ｌｎｃｏｎｔｒａｓｔ，ｔｈｅｆｉｒｓｔｔｗｏｉｍａｇｅｓ，ｍだ如たｅｒａｎｄ′７ｚザ粥だ′；ｈａｖｅｉｎｃｏｍｍｏｎａｎａｓｓｕｍｐｔｉｏｎ
ｔｈａｔｃｈａｎｇｅ ｍａｎａｇｅｒｓｒｅ解かｅ〆口的ｅｒ豹α〃方窺わｚｅｃｈａｎｇｅ．Ｔｈｅｒｅあｒｅ，ｔｈｉｓｃｈａｐｔｅｒａｎｄｃｈａｐ－
ｔｅｒｌｏｅｘｐｌｏｒｅｔｈｅ危ｕｒｉｍａｇｅｓｔｈａｔａｓｓｕｍｅｔｈａｔｃｈａｎｇｅ ｍａｎａｇｅｒｓｈａｖｅａｎａｃｔｉｖｅｒｏｌｅｉｎ
ｔｈｅｉｎｉｔｉａｔｉｏｎ，ｓｕｐｐｏｒｔ，ａｎｄｏｕｔｃｏｍｅｓｏｆｏｒｇａｎｉｚａｔｉｏｎａｌｃｈａｎｇｅ，Ｔｈｉｓｃｈａｐｔｅｒｃｏｎｓｉｄｅｒｓｔｈｅ
化）ｕｎｄａｔｉｏｎａｌａｐｐｒｏａｃｈｅｓａｓｓｏｃｉａｔｅｄｗｉｔｈｔｈｅｍαｃ方ａｎｄＺ′”ｅ′Ｐｒｅｚｅｒｉｍａｇｅｓ；ｃｈａｐｔｅｒｌｏｃｏｎ‐
ｓｉｄｅｒｓｔｈｅ化）ｕｎｄａｔｉｏｎａｌａｐｐｒｏａｃｈｅｓａｓｓｏｃｉａｔｅｄｗｉｔｈｔｈｅαＺｒｅｃｚｏｒａｎｄ′７α覇ｇα『ｏｒｌｍａｇｅｓ，
Ｕｎｄｅｒｐｉｎｎｅｄｂｙｔｈｅ のｑｃ力ｉｍａｇｅ，ｔｈｅ ｏｒｇａｎｉｚａｔｉｏｎ Ｄｅｖｅｌｏｐｍｅｎｔ（ＯＤ）ａｐｐｒｏａｃｈｉｓ
ｏｎｅ ｗｈｅｒｅｉｔｓａｄｈｅｒｅｎｔｓｐｒｅｓｅｎｔｔｈｅｉｒｄｅｖｅｌｏｐｍｅｎｔａｌｐｒｅｓｃｒｉｐｔｉｏｎｓ貴）ｒａｃｈｉｅｖｉｎｇｃｈａｎｇｅ
ａｓｂｅｉｎｇｂａｓｅｄ，ａｔｌｅａｓｔｔｒａｄｉｔｉｏｎａｌｌｙ，ｕｐｏｎａｃｏｒｅｓｅｔｏｆｖａｌｕｅｓ，ｏｎｅｓｔｈａｔｅｍｐｈａｓｉｚｅｔｈａｔ
ｃｈａｎｇｅｓｈｏｕｌｄｂｅｎｅ賃ｔｎｏｔｊｕｓｔｏｒｇａｎｉｚａｔｉｏｎｓｂｕｔｔｈｅｐｅｏｐｌｅ ｗｈｏｓｔａぜｔｈｅｍ．
ｏＤ ｈａｓＰ１ａｙｅｄａｃｅｎｔｒａｌｒｏｌｅｉｎｔｈｅｏｒｇａｌｌｉｚａｔｉｏｎａｌｃｈａｎｇｅ賃ｅｌｄ食）ｒｏｖｅｒｈａｌｆａｃｅｎｔｕｒｙ．ＩＱ
ｔｈｅ立２０１２ｒｅｖｉｅｗｏｆｏＤ，ＢｕｒｎｅｓａｎｄＣｏｏｋｅ（ｐ，１３９６）ａｒｇｕｅｔｈａｔｉｔ”ｈａｓｂｅｅｎ，ａｎｄａｒｇｕａｂｌｙ，
ｓｔ皿ｉｓ，ｔｈｅ ｍａｊｏｒａｐｐｒｏａｃｈｔｏｏｒｇａｍＺａｔｉｏｎａｌｃｈａｎｇｅａｃｒｏｓｓｔｈｅ Ｗｅｓｔｅｒｎ ｗｏｒｌｄ，ａｎｄｉｎｃｒｅａ浄
ｍｇｌｙｇｌｏｂａｌｌｙ． ”Ｈ［ｏｗｅｖｅｒ，ａｓｔｈｉｓｃｈａｐｔｅｒａｎｄｃｈａｐｔｅｒｌｏ追ｕｓｔｒａｔｅ，ｄｉｆ発ｒｅｎｔｉｌｎａｇｅｓｏｆｃｈａｎｇｅ
ｍａｎａｇｅｍｅｎｔａｒｅａｓｓｏｃｉａｔｅｄ ｗｉｔｈｄ獅ｅｒｅｎｔｉｄｅａｓａｂｏｕｔｗｈａｔｓｏｒｔｏｆａｐｐｒｏａｃｈｅｓ（ａｎｄｔｅｃｈ－
ｎ
ｉｑｕｅｓ）ｓｈｏｕｌｄｂｅｕｓｅｄｔｏｔｒｙｔｏｂｒｉｎｇａｂｏｕｔｃｈａｎｇｅｗｉｔｈｉｎｏｒｇａｎｉｚａｔｉｏｎｓ，ｌｔｉｓｎｏｔｓｕｒｐｒｌｓｍｇ，
ｔｈｅｒｅ］主）ｒｅ，ｔｈａｔｏＤ’ｓｌｏｎｇｈｉｓｔｏｒｙｈａｓｂｅｅｎａｃｃｏｍｐａ１ｄｉｅｄ，丘ｏｍｔ＝ヒｎｅｔｏｔ立ｎｅ，ｂｙｅｘｐｒｅｓｓｉｏｎｓ
ｏｆｃｏｎｃｅｒｎ ａｓｔｏｉｔｓｃｏｎｔｉｎｕ血ｇｒｅｌｅｖａｎｃｅ，ｌｅａｄｉｎｇｓｏｍｅ ｗｒｉｔｅｒｓｔｏｒａｉｓｅｔｈｅ ｑｕｅｓｔｉｏｎｏｆ
ｗｈｅｔｈｅｒＯＤｉｓ“ｉｎｃｒｉｓｉｓ ｂｏｔｈｔｈｅゐ”ｍα／〆‐４ｐｐ／！ｅｄＢ豹αｖ卿口／Ｓｃ′ｅ′ｌｃｅ［４０（４），２００４］ａｎｄ
ｏの 銃口のめ〃ｅｒ｛４６（４），２０１４］ｈｉｗｅｈａｄｓｐｅｃｉａｌｉｓｓｕｅｓ危ｃｕｓｅｄｏｎｔｈｅｑｕｅｓｔｉｏｎｏｆｏＤ’ｓｏｎｇｏ‐
ｉ
ｎｇｒｅｌｅｖａｎｃｅ．Ａ１ｏｎｇ‐ｓｔａｎｄｍｇｃｒｉｔｉｃｉｓｍ ｏｆｏＤｈａｓｂｅｅｎｔｈｅｃｌａ無ｉｔｈａｔｉｔｈａｓｂｅｅｎｓｉｄｅｌｉｎｅｄ
丘ｏｍｔｈｅｃｏｎｃｅｒｎｓｏｆｔｈｅｂｕｓ血ｅｓｓｃｏｍｍｕｎｉｔｙｂｅｃａｕｓｅｏｆｉｔｓｐｒｅｏｃｃｕｐａｔｉｏｎ ｗｉｔｈｈｕｍａｎｉｓｔｉｃ
ｖａｌｕｅｓｒａｔｈｅｒｔｈａｎｗｉｔｈｏｔｈｅｒｉｓｓｕｅｓｓｕｃｈａｓｂｕｓ血ｅｓｓｓｔｒａｔｅ勘′（Ｈｏｒｎｓｔｅｉ誼，２００１；Ｂｅｅｒ，２０１４），
Ａｐｐｒｏａｃｈｅｓｔｏｍａｎａｇゴロｄｇｃｈａｎｇｅｏｔｈｅｒｔｈａｎ ＯＤ ｈａｖｅｅｍｅｒｇｅｄ，Ｆｏｒｅｘａｍｐｌｅ，ｕｎｄｅｒｐ＝ｈじｎｅｄ
ｂｙｔｈｅ粥彫塑形Ｚｅｒｉｍａｇｅ，ｔｈｅｓｅｎｓｅ－ｍａｋｊｂｏｇａｐｐｒｏａｃｈ ｍａｉｎｔａｉロｓｔｈａｔｃｈａｎｇｅｅｍｅｒｇｅｓｏｖｅｒｔ節ｌｅ
ａｎｄｃｏｎｓｉｓｔｓｏｆａｓｅｒｉｅｓｏｆｉｎｔｅｒｐｒｅｔｉｖｅａｃｔｉｖｉｔｉｅｓｔｈａｔｈｅｌｐｔｏｃｒｅａｔｅｉｎｐｅｏｐｌｅｎｅｗ ｍｅａｈｄｂｏｇｓ
ａｂｏｕｔｔｈｅｉｒｏｒｇａｎｉｚａｔｉｏｎｓａｎｄａｂｏｕｔｔｈｅｗａｙｓｉｎｗ超ｃｈｔｈｅｙｃａｎｏｐｅｒａｔｅｄｉｆ発ｒｅｎｔｌｙｉｎｔｈｅ範ｍｒｅ．
頓／ｅ
ｃｏｍｍｅｎｃｅｔｈｉｓ
ｃｈａｐｔｅｒｃｏｎｓｉｄｅｒｉｎｇｔｈｅ
ａｐｐｒｏａｃｈｅｓ ｕｎｄｅｒｐｉｎｎｅｄｂｙｔｈｅ
ｃｏαｃＡ
ｉｍａｇｅａｎｄｔｈｅｎ ｍｏｖｅｏｎｔｏｔｈｅＺ′＃ｅ′ｐｒ&#x
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