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Understanding and Facilitating Organizational Change in the 21st Century: Recent Research and Conceptualizations

By: Adrianna J. Kezar | Book details

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Page 153
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Subject Index

A
Academic authority, 69
Accountability: as force of change, 1; as institutional goal, 62; new structures, 61; professionals and, 72–73
Accreditation, 62, 63
Accretion: evolutionary models and, vii, 81–82; future research and, 127; master plans and, 125
ACE Kellogg study, 108
Active change, iv, 21–22
Adaptation: in evolutionary models, 14; focus on, 126; master plans and, 125; as principle of change, 117; scale of change and, 18; as social evolutionary model, 28
Adaptive change: as concept, iv; dichotomies, 27; examined, 20
Adaptive learning (teleological models), 32
Adaptive University Structures (Sporn), 80
Administrative values, 72–73, 109
Adoption phase (diffusion model), 13
AGD-M (adaptive-generative development model), 110–111, 122
Alliance-building. See Coalition-building
Ambiguity: change and, 119; in change process, 127–128; cultural models and, 108; frustration with, 112; in goals, 74–75; organized anarchy and, 71; sensemaking and, 102; social-cognition models and, 99; teleological models and, 91
American Association for Higher Education, 62, 63, 120
American Council on Education, 62
Americorp, 63
Anarchies, higher education and organized, 71–72
Assessment: change at macro level, 25; cybernetic model and, 110; as force of change, 1; laying groundwork, 116–117; teleological models key concept, 33
Assumptions: about change, 25; in cultural models, 50; in dialectical models, 40–41; in evolutionary models, 28–30; life-cycle models, 36–37; models sharing, 28; in socialcognition models, 44–46; in teleological models, 32–33; theories of change models and, iv; of TQM, 34
Attitudes: as focus of change, 19; teleological models and, 33
Authority. See Power and authority structures

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