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Warum sind Veränderungsprozesse schwierig? Das Phänomen der Resonanz – eine interdisziplinäre Annäherung und begriffliche Grundlagen

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  • Schmidt, Annett

Abstract

In verschiedenen Studien (Moldaschl et al 2011, Kühl 2011, Pescher 2010, Orellana 2009) zu Veränderungsprozessen in Unternehmen wird deutlich, dass ca. 30 – 50 % und teilweise auch mehr der geplanten und gewünschten Ergebnisse oft aus unterschiedlichsten Gründen nicht bzw. nicht nachhaltig erreicht werden. Im Ergebnis dieser interdisziplinären Literaturanalyse zur Frage - warum sind Veränderungsprozesse schwierig?-, fällt etwas entscheidendes auf. In allen Forschungsbeiträgen aus den Bereichen der Sozialphilosophie, Psychologie, Linguistik und Soziologie (vgl. u.a. Breyer/Pfänder 2017, Herfeld-Schild 2017, Rosa 2016, Miller 2015) wird Resonanz zwar als Phänomen in Interaktionsprozessen gesehen, blieb jedoch bisher in der Analyse von Veränderungsprozessen weitgehend außen. Das Phänomen der Resonanz, verstanden als ein Mitschwingen im Sinne einer Reaktion und Widerhall, der hervorgerufen wurde, beschreibt einerseits Widerspruch und Widerstand sowie andererseits zwischen den Beteiligten übereinstimmende Sicht- und Handlungsweisen. Resonanz bildet damit einen integrativen Ansatz, der m.E. neue Aspekte zu Hindernissen in Veränderungsprozessen zu erhellen vermag.

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  • Schmidt, Annett, 2016. "Warum sind Veränderungsprozesse schwierig? Das Phänomen der Resonanz – eine interdisziplinäre Annäherung und begriffliche Grundlagen," EconStor Preprints 210653, ZBW - Leibniz Information Centre for Economics.
    • Handle: RePEc:zbw:esprep:210653
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    References listed on IDEAS

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    1. Eva Boxenbaum & Stefan Jonsson, 2017. "Isomorphism, diffusion and decoupling: Concept evolution and theoretical challenges," Post-Print hal-01488051, HAL.
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