Here is the synopsis of our sample research paper on Effecting Organizational Change through Gestalt Therapy. Have the paper e-mailed to you 24/7/365.
Essay / Research Paper Abstract
A 10 page paper discussing the difficulties of effecting real and lasting change, and the value that Gestalt concepts can add to any change initiative involving organizational learning. The paper includes discussion of Senge’s concept of the “fifth discipline” and some of the approaches that consultants have taken in designing change initiatives in the past. Change initiatives undertaken under the Gestalt approach have clear goals; articulate the reasons behind them; and provide reinforcement in the process of implementing identified changes. These are features that many failed change initiatives have lacked; the Gestalt component greatly increases the likelihood of success. Bibliography lists 10 sources.
Page Count:
10 pages (~225 words per page)
File: CC6_KSmgmtOrgLrnGest.rtf
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Unformatted sample text from the term paper:
One of the most difficult aspects of organizational management is that of effecting real and lasting change in response to changing organizational or customer needs. A common scenario is
that changes are announced to great fanfare, there is an initial flurry of activity addressing those changes and then the entire program merely fades away. Implementing change initiatives within
a Gestalt framework greatly increases the probability of success. Change Throughout much of the decade of the 1990s, one of the buzzwords in
management consulting was "change." Seemingly everyone called for it, but few could define what it should entail. Then-president Clinton adopted a new favorite phrase, "mandate for change."
The concept never quite went beyond throwing around the word with great abandon and enthusiasm. The greatest problem with organizational change is two-fold.
First, it often is poorly defined leaving individuals uncertain of just what they are supposed to be changing. Second, resistance to change is a natural trait of individuals.
When confronted with the choice between the known and the unknown, individuals pressed for time are most likely to choose the path that requires the least amount of time
and attention to process. When a customer service representative is has a customer on the phone and needs to perform some service for that customer, it is expedient at
the moment to progress through a familiar process that requires little or no direct attention to the process itself. Even when employees see the need for a change in
process and want the change to occur, it is difficult to adhere to changes and new processes at a time that calls for efficient action and speed of response.
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