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This means training that is focused on increasing the knowledge economy of the transforming firm rather than in simply standardizing processes. According to the text by Chapman (2009), this may even call for a change in the linguistic approach to this process. Chapman advises that "training implies putting skills into people, when actually we should be developing people from the inside out, beyond skills, ie., facilitating learning. So focus on facilitating learning, not imposing training." (Chapman, p. 1) It is conceivable that an appeal to this approach might have spared much of the uncertainty that permeated Cutting Edge Paper during and after the changeover in ownership.
Another recommendation is for the opening of dialogue during the process of transformation so that leadership can become more attuned to the needs of personnel. It is conceivable that during this transformation and Cutting Edge Paper, some ambiguity might have been reduced if leadership had worked harder to attain a sense of the insecurities and uncertainties faced by personnel in moving forward. As the text by Waddell et al. (2011) indicates, "in all probability managers have their own intuitive approaches to bringing about change -- the change models they carry inside their heads. A personal theory of change would therefore include any assumptions, biases and paradigms that influence their beliefs about what should change and how change should occur. However, in order to successfully implement change, managers should at least be cognisant of various perspectives on change and the thinking that underpins them." (Wadell et al., p. 3)
Conclusion:
The recommendation here above is a pertinent closing point and demonstrates that at the root of all ambiguities is a failure to understand and manage the needs of personnel during the transformation process. Ultimately, because employees at the most basic levels of a company will likely experience the implications...
(2009). Organizational Change, Training and Learning. BusinessBalls.com.
Corley, K.G. & Gioia, D.A. (2004). Identity Ambiguity and Change in the Wake of a Corporate Spin-off. Administrative Science Quarterly, 49(2).
Eisenberg, E.M. (1984). Ambiguity as Strategy in Organizational Communication. Communication Monographs, 51, 227-242.
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Randall, J. & Proctor, S. (2008). Ambiguity and ambivalence: Senior managers' accounts of organizational change in a restructured government department. Journal of Organizational Change Management, 21(6), 686-700.
Teram, E. (2010). Organizational Change Within Morally Ambiguous Contexts: A Case Study of Conflicting Postmerger Discourses. Journal of Applied Behavioral Science, 46(1), 38-54.
Waddell, D.M.; Cummings, T.G. & Worley, C.G. (2011). Organisational Change:
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Works Cited:
Chapman, A. (2009). Organizational Change, Training and Learning. BusinessBalls.com.
Corley, K.G. & Gioia, D.A. (2004). Identity Ambiguity and Change in the Wake of a Corporate Spin-off. Administrative Science Quarterly, 49(2).
Eisenberg, E.M. (1984). Ambiguity as Strategy in Organizational Communication. Communication Monographs, 51, 227-242.
Eustis, J. & McMillan, G. (1997). Technology Initiatives and Organizational Changge: Higher Education in a Networked World. CAUSE '97.
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