Organizational learning and resistance to change in Estonian companies

Abstract

Background: Cognitive Muscular TherapyTM (CMT) is an integrated behavioural intervention developed for knee osteoarthritis. CMT teaches patients to reconceptualise the condition, integrates muscle biofeedback and aims to reduce muscle overactivity, both in response to pain and during daily activities. This nested qualitative study explored patient and physiotherapist perspectives and experiences of CMT.Methods: Five physiotherapists were trained to follow a well-defined protocol and then delivered CMT to at least two patients with knee osteoarthritis. Each patient received seven individual clinical sessions and was provided with access to online learning materials incorporating animated videos. Semi-structured interviews took place after delivery/completion of the intervention and data were analysed at the patient and physiotherapist level.Results: Five physiotherapists and five patients were interviewed. All described a process of changing beliefs throughout their engagement with CMT. A framework with three phases was developed to organise the data according to how osteoarthritis was conceptualised and how this changed throughout their interactions with CMT. Firstly, was an identification of pain beliefs to be challenged and recognition of how current beliefs can misalign with daily experiences. Secondly was a process of challenging and changing beliefs, validated through new experiences. Finally, there was an embedding of changed beliefs into self-management to continue with activities. Conclusion:This study identified a range of psychological changes which occur during exposure to CMT. These changes enabled patients to reconceptualise their condition, develop a new understanding of their body, understand psychological processes, and make sense of their knee pain.

“Exploring the Relationship between Demographic variable’son Resistanceto Change” An Empirical Study for Private Sectors in Saudi Arabia

“…There are several advanced studies has been conducted in resistance to change, however there are lack of studies investigated resistance to change due two demographics variable"s only little studies which concern only with the relationship between employee age and resistance to change like Alas and Sharifi (2002) concluded that 59% of young managers supported change from the onset and 52% of the old managers started to give maximum support after realizing the benefits of change. Galangar (2004) concluded that there is a positive correlation between age and resistance to organizational change.…”

Values as Predictors of Attitudes toward Changes and Organizational Learning in Turkish Organizations

“…Here the ability to learn using a trial and error method by making mistakes and learning from these mistakes plays an important role. Managerial support for personal development and training is also significant [38].…”

“…On the one hand, employees should be aware of and committed to the business objectives and the process of change. And on the other hand, they should also be encouraged to take initiative and be active in relation to their own work [38].…”

“…To evaluate organizations` learning abilities the author used the measure developed by Alas and Sharifi [38] on the basis of a measure developed by Lä hteenmä ki, Mattila, and Toivonen [39]. Their measure is based on model, which connects processes of learning and change.…”

“…Their measure is based on model, which connects processes of learning and change. To evaluate learning abilities in organizations, Alas and Sharifi [38] grouped indicators of organizational learning by using a cluster analysis in two scales. Both scales consist of eight statements and ranged from 1 to 10 points.…”