This reciprocal view has significant implications for theoretical development
regarding episodic change. For instance, Ford and Ford’s (1995)
conversational framework limits its attention solely to managers as change
agents. I have demonstrated that conversations between management and
employees can easily become synchronous monologues because of
time–space and socially distanciated organizational positions, different
interpretive schemes, and a dialectic power relationship. Foregrounding the
role of communication, the process model provides the basis on which
future research can build a true conversational model of planned change
that involves employee participation.