Situation in which a change (or other condition) that
directly affects only one or a few persons may lead to a reaction from many
people, even hundreds or thousands, become of their mutual interest in it.
The process of learning new ideas and practices.
A leadership characteristic that inspires and
influences employees to take ealy and sustanied action to carry out one's
vision.
The process of using current information about a
change to prepare participants to manage future changes even more effectively.
Concept that the mere observation of a group tends
to change the way the group operates.
Self concerning mechanism in a group by which
energies are called up to restore balance whenever change threatens a group.
Period of adaption that follows change and
typically shows a decline in effectiveness before a group reaches a new
equilibrium.
Anticipating events, initiating change, and tking
control of one's destiny.
Costs that affect a person's inner self or psyche.
Responding to events, adapting to change, and
tempering its consequences.
Term aapplying to situations involving change and
referring to a person acting to integrate what has been learned into actual
practice.
Desire not to accept a change or to accept it only
partially.
Model in the form of an "X" showing how
attitudes affect responses to change.
The process of adapting to changes which are
imposed upon employees.
Managers who initate bold strategic changes to
position the organization for its future.
Term applying to situations that involve change and
referring to the act of casting aside old ideas and practices so that new ones
can be learned.
A challenging and crystallized long&-range
portrait of want the organization and its members can and should be&- a possible
(and desirable) image of the future.
Any alternation that occurs in the work
environment.
