The paper "The Role of Conversation and Mundane Talk in Facilitating a Climate for the Social Change " is a great example of management coursework. Conversation and mundane talk are the most powerful and natural method of communication that can enable change in any organisational setting. They play different roles in facilitating a good climate for the social construction of involvement and change. They allow different people, especially leaders to encourage understanding, context and shared meaning for positive transformational outcomes. Communication is a great tool for change because it only requires a shift in thinking and understanding.
The guided conversation is semi-directed and designed to share insights, create understanding and new knowledge. Involving conversation in the change process implies that language enacts the change effect which is very crucial in every organisational setting. Change in organisations can be triggered by various conversation forces that can be acting within the external or internal environment of the organization. The change can be episodic or continuous. Continuous change can be utilised to clarify the idea of change as ‘ becoming’ to encourage people within an organisation to work towards it.
Realistic vision is very important to drive the efforts of change because it is accomplished over time. For instance, the process of change involves carrying out various activities whose outcome can be evaluated within a given period of time. Lewin’ s field theory proposes that change can be facilitated by increasing and keeping up the forces promoting it to unfreeze the current situation and reduce all resisting forces (Etzol, p.56, 2008). To Encourage All People Relate Conversation and mundane talks focus more on relational perceptive on the change as opposed to the Cartesian view.
They help different people in an organisation know the assumptions that underlie the social construction of change. The relational perceptive on change encourages the existing individuals to relate with other people to make change socially. Conversation connects the various level of analysis to make changes in organisational settings. The levels are individual, organizational and group analysis. The different levels achieve their effectiveness through individual factors such as problem-solving styles, abilities and skills on the individual level. The group level is dependent on procedures and clarity of roles and goals, while the organizational level is dependent on conversations that are associated with different working entities such as structure and culture.
Mundane talks focus on dialogic communication where different individuals in the same working level may exchange ideas. It encourages willingness of what others have to say. It is very important because it appreciates the fact that people are unique making it possible to make a change in different viewpoints. This encourages multiple sources of ideas in terms of experiences and narratives and views a lack of sameness in a positive way (Charles, p.33-35, 2011). To Present the Change and Involvement in a Friendly Way Language plays a very significant role in managing change due to social construction that involves the lives of individuals making up an organization.
Narratives have a significant role in interpreting the context of change. There are two types of narratives; voice and cultural narrative. They have various roles in explaining both organizational and situation to construct change. They are usually applied in social context because they can strengthen or construct it. Conversations bring both the background and history into the present by reworking, re-accentuating and responding to past conversations and anticipate the future ones.
This accumulates a stable mass of consistency and continuity to objectify and maintain reality. The conversation may be based on different backgrounds that include complacent background, resigned background and cynical background. The complacent background is constructed on the basis of historical success associated with change while complacent resistance conversation stresses on the talk of relative satisfaction and comfort if the things are changed in the way they are done. The resigned background is associated with historical failure where things went wrong in an organization.
Its talks aim at letting the people involved know that they are fast changing for the better. The cynical background is constructed from historical failure that was vicariously or directly experienced through narratives and stories of other experiences. They initiate talks about the cause of failure and provide a way of doing things differently to achieve better results (Joseph p. 24-30, 2002).
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