Are There Really Foxes: Where Does The Doubt Emerge?

Deborah BLACKMAN, Amy Corcoran, Stephen SARRE

    Research output: Contribution to journal › Article

    Abstract

    This paper uses a model of doubting to demonstrate why a long term eradication programme has faced so many complex problems in its implementation. Analysis of a qualitative case study of the Fox Eradication Project in Tasmania identifies aspects of accuracy, source and relevance, demonstrating how the credibility of new triggers is undermined, thereby enabling individuals to maintain their current mental model rather than accepting new knowledge to adapt or amend it. The analysis illustrates how doubt can be managed either through prevention, perturbation or boundary spanning. It is suggested that the process of establishing what is leading to doubt enables a change manager to consider alternative communication and implementation strategies which directly address the alterations of mental models.
    Original languageEnglish
    Pages (from-to)1-17
    Number of pages17
    JournalJournal of Knowledge Management Practice
    Volume14
    Issue number1
    Publication statusPublished - 2013

    Fingerprint

    Eradication
    Mental models
    Credibility
    Boundary spanning
    Perturbation
    Trigger
    Communication strategies
    Managers

    Cite this

    BLACKMAN, Deborah ; Corcoran, Amy ; SARRE, Stephen. / Are There Really Foxes: Where Does The Doubt Emerge?. In: Journal of Knowledge Management Practice. 2013 ; Vol. 14, No. 1. pp. 1-17.
    @article{0e66ecea8bf44a1fbc971a3b6e5919ac,
    title = "Are There Really Foxes: Where Does The Doubt Emerge?",
    abstract = "This paper uses a model of doubting to demonstrate why a long term eradication programme has faced so many complex problems in its implementation. Analysis of a qualitative case study of the Fox Eradication Project in Tasmania identifies aspects of accuracy, source and relevance, demonstrating how the credibility of new triggers is undermined, thereby enabling individuals to maintain their current mental model rather than accepting new knowledge to adapt or amend it. The analysis illustrates how doubt can be managed either through prevention, perturbation or boundary spanning. It is suggested that the process of establishing what is leading to doubt enables a change manager to consider alternative communication and implementation strategies which directly address the alterations of mental models.",
    keywords = "Doubting, Boundary spanning, Managing change, Organisational learning, Adaptation, Mental models.",
    author = "Deborah BLACKMAN and Amy Corcoran and Stephen SARRE",
    year = "2013",
    language = "English",
    volume = "14",
    pages = "1--17",
    journal = "Journal of Knowledge Management Practice",
    issn = "1705-9232",
    number = "1",

    }

    BLACKMAN, D, Corcoran, A & SARRE, S 2013, 'Are There Really Foxes: Where Does The Doubt Emerge?', Journal of Knowledge Management Practice, vol. 14, no. 1, pp. 1-17.

    Are There Really Foxes: Where Does The Doubt Emerge? / BLACKMAN, Deborah; Corcoran, Amy ; SARRE, Stephen.

    In: Journal of Knowledge Management Practice, Vol. 14, No. 1, 2013, p. 1-17.

    Research output: Contribution to journal › Article

    TY - JOUR

    T1 - Are There Really Foxes: Where Does The Doubt Emerge?

    AU - BLACKMAN, Deborah

    AU - Corcoran, Amy

    AU - SARRE, Stephen

    PY - 2013

    Y1 - 2013

    N2 - This paper uses a model of doubting to demonstrate why a long term eradication programme has faced so many complex problems in its implementation. Analysis of a qualitative case study of the Fox Eradication Project in Tasmania identifies aspects of accuracy, source and relevance, demonstrating how the credibility of new triggers is undermined, thereby enabling individuals to maintain their current mental model rather than accepting new knowledge to adapt or amend it. The analysis illustrates how doubt can be managed either through prevention, perturbation or boundary spanning. It is suggested that the process of establishing what is leading to doubt enables a change manager to consider alternative communication and implementation strategies which directly address the alterations of mental models.

    AB - This paper uses a model of doubting to demonstrate why a long term eradication programme has faced so many complex problems in its implementation. Analysis of a qualitative case study of the Fox Eradication Project in Tasmania identifies aspects of accuracy, source and relevance, demonstrating how the credibility of new triggers is undermined, thereby enabling individuals to maintain their current mental model rather than accepting new knowledge to adapt or amend it. The analysis illustrates how doubt can be managed either through prevention, perturbation or boundary spanning. It is suggested that the process of establishing what is leading to doubt enables a change manager to consider alternative communication and implementation strategies which directly address the alterations of mental models.

    KW - Doubting

    KW - Boundary spanning

    KW - Managing change

    KW - Organisational learning

    KW - Adaptation

    KW - Mental models.

    M3 - Article

    VL - 14

    SP - 1

    EP - 17

    JO - Journal of Knowledge Management Practice

    JF - Journal of Knowledge Management Practice

    SN - 1705-9232

    IS - 1

    ER -

    BLACKMAN D, Corcoran A, SARRE S. Are There Really Foxes: Where Does The Doubt Emerge? Journal of Knowledge Management Practice. 2013;14(1):1-17.

    Access to Document