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Exploration of Mind Mapping as an Organizational Change Tool.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Exploration of Mind Mapping as an Organizational Change Tool./
作者:	Wilson, Brenda G.
面頁冊數:	1 online resource (126 pages)
附註:	Source: Dissertations Abstracts International, Volume: 77-10, Section: A.
Contained By:	Dissertations Abstracts International77-10A.
標題:	Research. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10100912click for full text (PQDT)
ISBN:	9781339647821

Exploration of Mind Mapping as an Organizational Change Tool.
Wilson, Brenda G.

Exploration of Mind Mapping as an Organizational Change Tool. - 1 online resource (126 pages)

Source: Dissertations Abstracts International, Volume: 77-10, Section: A.

Thesis (Ed.D.)--Pepperdine University, 2016.

Includes bibliographical references

Mind mapping is a communication tool that has been around for decades though it is rarely discussed as a tool for facilitating organizational change. It is possible for this underutilized communication tool and the ever-present challenge of organizational change to work in harmony on a more consistent basis. This exploratory research asked Change Leaders and Change Participants about their current mind mapping usage or experience, and requested their input on the use of mind mapping for organizational change efforts. There were 76 Change Leaders and 11 others who self-described themselves as Change Participants who responded to a virtual data collection process. Overall change readiness levels were predominantly at the moderate level, 37% of Change Leaders and 45% of Change Participants, an encouraging statistic for organizations considering change. Respondents reported that mind mapping is mostly used as a personal tool for organization, planning events, setting goals, and writing papers. Change Leaders (n=20) who reported using mind mapping professionally, commented they used it primarily for communication and collaboration, and project and systems planning and design. Specific practices included coaching, clarifying objectives, evaluating and monitoring projects, assessing lessons learned, redesigning curriculum, realigning resources, setting expectations, objectives and goals, and establishing timelines. One study conclusion was that these change practitioners understood how change is inevitable, and indicated their willingness to actively participate. This makes it important for organizations to capitalize on change participants' knowledge and enthusiasm to enable successful change and enhance employee well-being. Concluding that attitudes, behaviors, and feelings toward change vary based on the role one plays, Change Leaders can benefit from the efforts of Change Participants by simply respecting their role and knowledge and involving them in the entire process, from planning to implementation. It is a foregone conclusion that communication is essential for any change process regardless of what specific tool is used, but the importance of selecting an appropriate method(s) based on the situation, message, and the recipients is critical. Using mind mapping as a change management tool specifically designed for certain aspects of organizational change is highly recommended, as it allows for both linear and non-linear communication.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2023

Mode of access: World Wide Web

ISBN: 9781339647821Subjects--Topical Terms:

531893
Research.
Subjects--Index Terms:

Change readinessIndex Terms--Genre/Form:

542853
Electronic books.

Exploration of Mind Mapping as an Organizational Change Tool.
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