From Treatment Brands to Change Processes

1997 ◽  
Vol 42 (12) ◽  
pp. 1106-1107
Author(s):  
Barbara J. Menzel
Keyword(s):  
Change Processes

Psychological Contract Fulfillment and Employee Responses to Pay System Change

2017 ◽  
Vol 16 (4) ◽  
pp. 172-185 ◽  
Author(s):  
Christine J. Syrek ◽  
Conny H. Antoni
Keyword(s):  
Transformational Leadership ◽  
Psychological Contract ◽  
Pay For Performance ◽  
Psychological Contracts ◽  
Change Processes ◽  
Affective Organizational Commitment ◽  
Before And After ◽  
Psychological Contract Fulfillment ◽  
Pay System ◽  
Employee Responses

Abstract. The implementation of a new pay system is a balancing act that produces uncertainty and draws employees’ attention to the fulfillment of exchange agreements. Transformational leadership may be essential during these change processes. Based on psychological contract theory, we expected that transformational leadership impacts job satisfaction and affective organizational commitment through the fulfillment of relational psychological contracts, while the fulfillment of transactional psychological contracts may be crucial for employees’ pay and bonus satisfaction. We assessed 143 employees nested within 34 teams before and after (24 months) a pay for performance (pfp) system was introduced. Our results supported the mediation hypotheses considering job and pay satisfaction, but not considering commitment. Unexpectedly, the effect on bonus satisfaction was mediated via relational psychological contracts.

Attachment change processes in the early years of marriage.

1999 ◽  
Vol 76 (5) ◽  
pp. 783-802 ◽  
Author(s):  
Joanne Davila ◽  
Benjamin R. Karney ◽  
Thomas N. Bradbury
Keyword(s):  
Early Years ◽  
Change Processes

Change processes related to long-term outcomes in eating disorders with childhood trauma: An explorative qualitative study.

2020 ◽  
Vol 67 (1) ◽  
pp. 51-65
Author(s):  
Malin E. Olofsson ◽  
Hanne W. Oddli ◽  
Asle Hoffart ◽  
Hanna P. Eielsen ◽  
KariAnne R. Vrabel
Keyword(s):  
Eating Disorders ◽  
Qualitative Study ◽  
Childhood Trauma ◽  
Change Processes ◽  
Long Term Outcomes

Starting points for therapeutic change

2020 ◽  
Vol 16 (2) ◽  
pp. 117-128
Author(s):  
Claudio Scarvaglieri
Keyword(s):  
Societal Perspective ◽  
Therapeutic Change ◽  
Psychodynamic Therapy ◽  
Second Step ◽  
Change Processes ◽  
Collective Knowledge ◽  
Patient’S Experience ◽  
Client Centered Therapy ◽  
Therapy Sessions ◽  
Crucial Part

Based on a corpus of 70 tape-recorded therapy sessions (client-centered therapy, psychodynamic therapy), this paper presents analyses of therapists’ interventions that have the potential to trigger change processes. Using a conversation analytic approach, we identify utterances that re-formulate the patient’s experience from a different perspective. In a second step, we draw on concepts from cognitive and pragmatic linguistics, mainly “frame” and “category”, to analyze the conceptual side of these rewordings. We show that, besides processes of general abstraction, the conceptualization of the patient’s experience from a societal perspective is a crucial part of the rewordings. The verbal re-framing creates a potential for accessing stocks of societal knowledge that would not have been accessible based on the patient’s initial, individualistic and often erratic presentation of events. By changing the wording an experience is referred to, the therapist thus creates links to established collective knowledge about experiences of this category. Once such links to collective knowledge have been created, it then becomes possible to understand differently how the experience in question came to pass, which features it is characterized by and how it can be dealt with in a way that is collectively known to be helpful.

Critical Realism and Affordances: Theorizing IT-Associated Organizational Change Processes

MIS Quarterly ◽  
2013 ◽  
Vol 37 (3) ◽  
pp. 819-834 ◽  
Author(s):  
Olga Volkoff ◽  
◽  
Diane M. Strong ◽  
Keyword(s):  
Organizational Change ◽  
Critical Realism ◽  
Change Processes

Retóricas, metáforas y su papel en el cambio organizacional

Oikos ◽  
2014 ◽  
Vol 16 (33) ◽  
pp. 69
Author(s):  
Luis Muñoz Medina ◽  
Rafael Pizarro Rodríguez
Keyword(s):  
Scientific Literature ◽  
Organisational Change ◽  
Change Processes ◽  
Emotional Burden ◽  
New Approaches ◽  
Palabras Clave ◽  
The Creation ◽  
Change Concept

The Role of Rhetoric and Metaphors in Organisational Change  RESUMEN El presente artículo es una recopilación de literatura científica que demuestra la relevancia de comprender nuevas formas de construir el concepto de cambio organizacional a través del lenguaje, en especial a través de claves lingüísticas como la retórica y metáfora. Esta construcción ayuda a generar procesos de cambio organizacional que presenten una menor intensidad y carga emocional negativa para los individuos, así como una mejor comprensión del mismo cambio para los empleados. Palabras clave: cambio, organización, retórica, metáfora. ABSTRACT This article is a compilation of scientific literature about the importance of understanding new approaches to the construction of the organisational change concept through language, especially through linguistic devices such as rhetorical and metaphorical ones. This construction helps the creation of organisational change processes with lower levels of impact and a lower negative emotional burden for individuals as well as a better understanding of such changesKeywords: changes; organisation; rhetoric; metaphor. 

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