Understanding strategic conversation as a tool for learning and change in organisations : a public sector perspective.
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Date
2010
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Abstract
This dissertation has posed and answered the question whether strategic conversation can be
used as a tool for facilitating learning and change in organisations, within the context of the
public sector. The study provided answers to the following sub-questions through the
literature review:-
* What is ‘strategy’ and what does it entail?
* What are ‘strategic conversations’ and what do they entail?
* What is ‘organisation learning’?
* What is ‘organisational change’?
* What factors create an environment conducive to the facilitation of learning in
organisations by means of strategic conversation?
* What factors create an environment conducive to the facilitation of change in
organisations by means of strategic conversation?
After the above questions had been answered, an interactive data collection and analysis was
conducted. This process culminated in the findings of the study which made it possible to
draw specific conclusions.
The main conclusion of the study was that strategic conversation is a tool that can be used to
facilitate learning and change in the Legislature as an example of a public sector
organisation. The study concluded by highlighting key recommendations.
Description
Thesis (M.Com.)-University of KwaZulu-Natal, Westville, 2010.
Keywords
Organizational change., Organizational learning., Theses--Leadership and management.