Term
|
Definition
| planned changes based on expected situations |
|
|
Term
|
Definition
| changes made in response to unexpected situations |
|
|
Term
|
Definition
| subsystem adjustments required to keep the organization on course |
|
|
Term
|
Definition
| altering the overall shape or direction of the organization |
|
|
Term
|
Definition
| most common, least intense, least risky type of change often in reaction to internal pressures |
|
|
Term
|
Definition
| incremental changes in reaction to external events or pressures |
|
|
Term
|
Definition
| anticipatory and strategic change that redirects the organization "frame bending" |
|
|
Term
|
Definition
| most intense, most risky type of organizational change "frame breaking" |
|
|
Term
| ORGANIZATION DEVELOPMENT (OD) |
|
Definition
| planned change programs intended to help people and organizations function more effectively |
|
|
Term
|
Definition
| neutralizing resistance by preparing people for change |
|
|
Term
|
Definition
| systematically following up a change program for lasting results |
|
|
Term
|
Definition
| people who quietly try to change the dominant organizational culture in line with their convictions |
|
|
Term
|
Definition
| incompatible behaviors that make another person less effective |
|
|
Term
|
Definition
| any factor that increases the chances of conflict |
|
|
Term
|
Definition
| decision-making process among interdependent parties with different preferences |
|
|
Term
|
Definition
| the gap between two parties’ BATNAs |
|
|
Term
|
Definition
| five-step process involving development of multiple deals |
|
|
