Building High Quality Relationships during Organizational Change: Transcending Differences in a Generative Learning Process

By Frank Lambrechts, Hilda Martens and Styn Grieten.

Published by The Diversity Collection

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Article: Print $US10.00
Article: Electronic $US5.00

More than two thirds of all change processes in organizations fail to achieve their intended results. This has enormous social and economic consequences. The cause of failure is usually ascribed to the manner in which a diversity of actors with different perspectives co-generate the change process. When people in organizations do things as usual, when they do more of the same, handling differences is often taken for granted, a non-issue. There seems to be enough alignment among a diversity of actors working together for minimizing costs and maximizing profits. However, when people are challenged to change and learn as a collective, because they are confronted with rapid and complex environmental changes and/or they want to improve continuously as a system, the way they handle their differences often becomes very tangible and crucial in bringing about a successful change process. Searching for mutual understanding and appreciation is a more productive path than mutual problematization, blaming and complaining. A successful generative learning process in a manufacturing company is described in which individual differences between actors are transcended by focusing on building high quality learning relationships. The focus is on the concrete relational practices, i.e., task-oriented interactions with relational qualities that bring about the learning process. Theoretical reflections frame the action research story. The goal is to stimulate new ways of thinking and to evoke new action possibilities about handling differences constructively during episodes of organizational change. Key words: Change management, co-generation, relational practices, organizational change

Keywords: Change Process, Generative Learning, High Quality Learning Relationships, Transcending Differences, Diversity Management

International Journal of Diversity in Organizations, Communities and Nations, Volume 8, Issue 3, pp.93-102. Article: Print (Spiral Bound). Article: Electronic (PDF File; 791.329KB).

Dr. Frank Lambrechts

PhD Organizational Change, Applied Economics, Center for Innovation & Entrepreneurship, Hasselt University, Diepenbeek, Limburg, Belgium

Dr. Frank Lambrechts is Assistant Professor in Organizational Change, Innovation, Human Resources Management and Organizational Behavior at Hasselt University (Belgium), Applied Economics, Center for Entrepreneurship and Innovation (KIZOK). His research inquires into the concrete relational practices that shape organization development and innovative processes of organizing, changing, HRM & multi-party collaborating. Special attention is given to post-graduate training for HRM and change professionals with experience. He is research coordinator of ‘Organizational Processes’ within KIZOK.

Prof. Hilda Martens

Professor, Applied Economics, Hasselt University, Diepenbeek, Limburg, Belgium

Dr. Hilda Martens is Professor in Diversity Management, Human Resources Management, Organizational Behavior and Total Quality Management at Hasselt University (Belgium), Applied Economics, Research Group Human Potential. Her research focuses on how diversity management and age- related HRM can be improved and implemented in organizations.

Styn Grieten

Team coordinator HRM, Center for Corporate Sustainability, HUBrussel, Brussels, Brussels, Belgium

Dr. Styn Grieten is Assistant Professor in Human Resources Management at HUBrussel (Belgium), Center for Corporate Sustainability (CEDON), HUBrussel. His research inquires into the concrete relational practices that shape organization development and innovative processes of organizing, changing, HRM & multi-party collaborating. He is team coordinator ‘HRM’ within CEDON.

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