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Brantley Dissertaton

Brantley Dissertaton

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Published by Bill Brantley
My research into the importance of mental models in organizational change.
My research into the importance of mental models in organizational change.

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Published by: Bill Brantley on Jul 03, 2010
Copyright:Attribution Non-commercial

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01/27/2013

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Walden University
 COLLEGE OF SOCIAL AND BEHAVIORAL SCIENCESThis is to certify that the doctoral dissertation byWilliam Brantleyhas been found to be complete and satisfactory in all respects,and that any and all revisions required bythe review committee have been made.Review CommitteeDr. Dale P. Swoboda, Committee Chairperson,Public Policy and Administrations FacultyDr. Jason Lum, Committee Member,Public Policy and Administrations FacultyDr. Gary Kelsey, Committee Member,Public Policy and Administrations FacultyChief Academic OfficerDenise DeZolt, Ph.D.Walden University2009
 
 
ABSTRACTThe Effect of Mental Models OnCreating Organizational AlignmentAround A Change VisionbyWilliam A. BrantleyM.B.A., Jones International University, 2002M.A., George Washington University, 1996B.A., Eastern Kentucky University, 1990Dissertation Submitted in Partial Fulfillmentof the Requirements for the Degree of Doctor of PhilosophyPublic Policy and ManagementWalden UniversityAugust 2009
 
 
ABSTRACTThe communication of an organizational change vision is a key to the success of organizational transformation. Theorists have prescribed models of how to make changevision communication successful but these models have no empirical data to supportthem. The purpose of this study was to explore the efficacy of change agents incommunicating a change vision that compels employees to accept a perception of reality(mental model) that aligned with the change agents’ vision. A case study of the merger of two metropolitan agencies was conducted to examine the relationship between thecommunication of a change vision and its effect on organizational change. The primarychange agent and several organizational members affected by the transformation wereinterviewed. Primary and secondary organizational documents concerning the mergerwere collected. Mental models from organizational members were compared forsimilarity to the change agent’s vision. Written and oral materials communicating thechange vision were analyzed using Automap text analysis software as a measure of effectiveness and to determine which type of communication was most effective.Findings suggest that the change agent’s vision was poorly defined and communicatedyet the transformation succeeded because organizational members created their owncompensating change vision. Social change implications of this study may includechallenging unproductive methods of organizational change that have wasted resourcesand led to organizational misalignment. A better understanding of the communication of change visions will lead to cost savings and more effective and efficient change effortsthat benefit managers, employees and the customers of public agency services.

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