Are There Really Foxes: Where Does The Doubt Emerge?

Deborah BLACKMAN, Amy Corcoran, Stephen SARRE

    Research output: Contribution to journalArticle

    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

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    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.
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    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 journalArticle

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