Using Positioning Theory to Make Change Happen
- Topics:
- Operational Change Management
- Source:
- Lionel Boxer
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Overview: This paper suggests that the dynamic interplay between people can make change happen or obstruct it from happening. Drawing on positioning theory, an explanation will be put forth, that first requires the reader to discard reliance on static roles to define organisations. By acknowledging that people constantly adopt and defend their positions, and accept or confront the positions of others, a clearer understanding can be derived. It is through this jousting that people accept who they are and those they are dealing with; the strong achieve positions of power and parity is negotiated. Continuous improvement requires a give-and-take win-win approach and this sort of jousting can enable or obstruct quality initiatives. It is also put forth that positioning theory should be particularly useful in dealing with continuous improvement. Positioning theory provides a way to understand discourse and may offer hints as how best to lower barriers, thus improve the likelihood of successful implementation of continuous improvement.
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Format: PDF | Size: 45KB | Date: Feb 2001 | Pages: 9
