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dc.contributor.authorSætren, Gunhild Birgitte
dc.contributor.authorLaumann, Karin
dc.date.accessioned2018-05-11T08:06:09Z
dc.date.available2018-05-11T08:06:09Z
dc.date.created2017-01-25T14:58:08Z
dc.date.issued2017
dc.identifier.citationSafety Science Monitor. 2017, 20 (1), .nb_NO
dc.identifier.issn1443-8844
dc.identifier.urihttp://hdl.handle.net/11250/2497881
dc.description.abstractIn many change management theories, the change recipient’s trust and willingness to change on one hand, are viewed as key factors for a successful change process. Resistance to change, on the other hand, is viewed as something the management must conquer to be able to complete the change process. In order to make the change recipients trusting and willing to change, change theories provide useful tools such as making discrepancy in the work situation of those who are to face changes, and using persuasive communication. However, from a safety perspective the importance of trained scepticism, and having the end users questioning the change process, rather than convincing them, seem to be more important. To view the end users as experts, and to bring them in the process from an early stage, with their opinions on how to make changes as safe as possible, seems more important than overcoming their resistance to change. This paper bridges theories of organizational change and the theory of high reliability organizations (HRO) as a safety theory and discusses how a change process can be feasible with safety as a main priority. Finally, a new model of organizational change which includes processes that ensure safety is presented.nb_NO
dc.language.isoengnb_NO
dc.publisherMonash Universitynb_NO
dc.titleOrganizational change management theories and safety - A critical reviewnb_NO
dc.typeJournal articlenb_NO
dc.typePeer reviewednb_NO
dc.description.versionacceptedVersionnb_NO
dc.source.pagenumber10nb_NO
dc.source.volume20nb_NO
dc.source.journalSafety Science Monitornb_NO
dc.source.issue1nb_NO
dc.identifier.cristin1437691
dc.relation.projectNorges forskningsråd: 176018nb_NO
dc.description.localcodeThis article will not be available due to copyright restrictions (c) 2017 by Monash Universitynb_NO
cristin.unitcode194,67,40,0
cristin.unitnameInstitutt for psykologi
cristin.ispublishedtrue
cristin.fulltextpostprint
cristin.qualitycode1


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