Overreliance on one or another of t

Overreliance on one or another of those forms – such as a focus on deals rather than on ideals – can lead to problems such as the development of an individualist culture. He argues “That motivating change during the early stage of organizational change requires the communication of appeals for support and statements of goals or ideals, and that the later stage of directing organizational change requires the communication of rules and the negotiation of deals.”
Sillince’s analysis operates at a macro level, characterizing large period of time as fitting into different change phases. What remains intriguing is the way he has retained the sequential Lewinian model of change (unfreezing – changing - refreezing) as underpinning the way change occurs. However, as pointed out earlier in this book, if change is seen as chaotic or as non sequential in the stages through which it passes, then this raises questions about whether change is as “orderly” as he portrays it – and whether language forms do progress through various stages that are coherent. Nevertheless, his work does alert managers to the differing linguistic modes open to them through which they can communicate with staff during change. It points out to them the possibility of swapping from one linguistic mode to another when one is seen as not achieving the desired effect.