Abstract
This study has discussed the question how rhythmics of organizational change can be recorded and what the meaning of these rhythmics is for people who experience this change process. The objective of this research is to describe the rhythmics of organizational change of a concrete organizational change process in a
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attempt to put rhythmics of organizational change on the screen, as well as to record and examine whether rhythmics in topics of 'course of the game' can be appointed and how 'players involved' experience these. The first step to take rhythmics into account, both preventive for new changes and repressive while persevering changes already started, is to describe the pulsation of the organizational change. Rhythmics of organizational change can contribute as one of the success factors of an organisational change, by - in the rhythm of change (casu quo the cadence, the movement of the change) - optimally taking into account the meaning that it has for people who experience this change process. The rhythmic execution of an organizational change is put on the screen by developing the (sub) topics of rhytmics. Through this research, a model has been created to put rhythmics of organizational change on the screen by providing descriptions of (sub)topics of rhytmics of organizational change. From these descriptions, points of special attention can be formulated that fill in rhytmics of change, which in their turn connect to the meaning of this for people who experience the change process. Rhytmics is worked out in the topics: rhythm and frequency, and in the sub-topics (parameters): emphasis, intonation, pace, period and repetition. The main themes are rhythm and frequency. The term rhythm is used for the regularly alternating movement in a change process (concerning informing, consulting, intervening, decision-making, contacts, etcetera), and frequency is the term for the number of times that something takes place or does not take place during a unit of time and, therefore, is a number that indicates how frequently a phenomenon occurs during a certain timeframe. Next, the themes of rhythmics are joined to the experience of the people who undergo a change process, by examining whether there are experiences with regards to rhythmics of organizational change that are experienced in a more collective way by individuals in that change process. Rhythmics are dominated by the combined action of rhythm and frequency, where frequency can be distinguished in period and repetition, while rhythm in emphasis, intonation and pace. The empirical research showed that these elements are recognizable in the meaning for the actors in several manners and at several moments As a diagnosis instrument, the model rhythmics of organizational change can provide an assessment of the (sub)topics of rhythmics in a situation of change and possibly can provide more control of the organizational change by paying attention to the rhythmics factor. In that case, interpretation of the course of the (sub)topics of rhythmics is not only given, but also the meaning that these have for people who experience this change process.
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