Abstract
Original language | English |
---|---|
Pages (from-to) | 1-17 |
Number of pages | 17 |
Journal | Journal of Knowledge Management Practice |
Volume | 14 |
Issue number | 1 |
Publication status | Published - 2013 |
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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 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 -