By Brenton D Faber
Brenton D. Faber’s lively account of an instructional consultant’s trip via banks, ghost cities, cemeteries, faculties, and political campaigns explores the tenuous relationships among cultural narratives and organizational change. Blending Faber’s firsthand reviews within the research and implementation of switch with theoretical discussions of id, business enterprise, constitution, and resistance inside of contexts of switch, this cutting edge publication is likely one of the first such communications stories to profile a pupil who's additionally an entire player within the tasks. Drawing on theories of Michel Foucault, Anthony Giddens, and Pierre Bourdieu, Faber notes that adjust occurs within the realm of narrative, within the tales humans tell. Faber argues that an organization’s id is created via inner stories. while the organization’s inner tales are in line with its exterior tales, the organization’s id is constant and efficient. whilst inner tales contradict the exterior tales, even though, the organization’s identification turns into discordant. swap is the method of realigning an organization’s discordant narratives. Faber discusses the case reviews of a metamorphosis administration plan he wrote for a city-owned cemetery, a cultural switch undertaking he created for a downtown alternate college, and a political crusade he assisted that curious about developing social switch. He additionally contains targeted reflections on useful methods lecturers can turn into extra concerned with their groups as brokers of revolutionary social switch. that includes six illustrations, Faber’s distinct examine demonstrates in either type and substance how tales paintings as brokers of swap.
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Additional resources for Community Action and Organizational Change: Image, Narrative, Identity
Sometimes it jumps; other times it just stays on the bank—not because it can’t swim but because it doesn’t know whether or not it is going to kill itself or sink to the bottom. We are going to take Secure Corp. back to that river bank in Iowa, and we are going to teach you not just how to measure the water’s depth but how to measure the current, how to look out for sharp objects, and how you can teach other people how to judge these risks too. We’ll even provide life guarding and swimming lessons so you can adapt to times when the river changes.
As Heath writes: “Changing employees—firing many and hiring others—is unlikely to change the company unless the culture also changes. The employees who remain keep stories alive and pass them along to new employees who may enact the culture that existed before the turnover. ”31 As such, forcing difference onto an organization, through downsizing, prevents that organization from strategically changing. This occurs because these processes falsely promise change without addressing those factors that produced the narrative/image disparity and prevented the organization from continuously acting to reform and reconstitute its narrative and image.
Change is a process of reconciling the differences we experience in our daily lives. Simply acknowledging or recognizing that the world is sud25 READING THE STORIES OF CHANGE denly different is not enough. True change reconciles that difference and reforms it, making it part of our everyday lives. This book argues that processes of change have five key constituting features: identity, communication, narratives and images, discordance, and reconstitution. In what follows, I will briefly summarize this framework, demonstrating how the book’s chapters elaborate and develop this discursive model of change.