Psychologists as Organizational Change Agents.

2007 ◽  
pp. 95-119
Author(s):  
Nadya A. Fouad ◽  
Patricia Arredondo
Keyword(s):  
Organizational Change ◽  
Change Agents

A Study on Employee Attitude towards Organizational Change and the impact of Change Management on Organization Commitment

2019 ◽  
Vol 118 (3) ◽  
pp. 158-169
Author(s):  
Dheera.V. R ◽  
Jayasree Krishnan
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Tamil Nadu ◽  
Change Agents ◽  
Organization Change ◽  
Sustainable Growth ◽  
Positive Approach ◽  
Organizational Goals ◽  
Organization Commitment ◽  
The Impact

Organizations that are aiming to successfully implement change needs the support and acceptance of employees who are their key stakeholder. This study analyses the influence of Employees` attitude towards organization change. The research also aims at evaluating the influence of employees’ attitude towards commitment to organization and job after the introduction of change in the organization. The study was conducted among 300 employees who belonged to executive and managerial category from different star rated hotels in Chennai, Tamil Nadu, India which are currently embracing organization changes. The findings indicate that employees of the study demonstrate a positive approach towards the change management in their organization. The observations also project that a positive approach by employees towards changes, is a very good indication for organizations to know that their workforce is committed towards the organizational goals. Hence with the support of change agents, adequate communications and by creating awareness about the need for change will result in sustainable growth in the organizations.

Resistance to Organizational Change in Academia

2021 ◽  
pp. 1451-1471
Author(s):  
Devi Akella ◽  
Grace Khoury
Keyword(s):  
Organizational Change ◽  
Resistance To Change ◽  
Change Agents ◽  
Assessment Process ◽  
Evidence Based ◽  
Self Assessment ◽  
College Planning ◽  
Program Accreditation ◽  
Employee Resistance

Resistance to change happens to be a phenomenon in which both the change agents and change recipients are equally responsible for all forms of resistance. Resistance and its various forms are an outcome of the change agents' observations and their interpretations of the conversations, behavior, and reactions of the change recipients. This chapter uses auto-ethnographic reflexive narratives of two change agents involved in the self-assessment process at a college planning to seek US-based business program accreditation to make sense of the change process. The purpose of this chapter is to emphasize the under-reflected role of the change agents and how they influence and affect the behavior of change recipients and thereby contribute towards employee resistance. The chapter also emphasizes the crucial role of reflection and introspection in the sensemaking activities of the change agents in the entire change initiative and thereby adds evidence-based organizational change and development initiatives in an academic setting where research is limited.

The use of political skill in organizational change

2020 ◽  
Vol 33 (5) ◽  
pp. 753-763
Author(s):  
David P. Waggoner
Keyword(s):  
Organizational Change ◽  
Change Agents ◽  
Political Skill ◽  
Organizational Politics ◽  
Content Type ◽  
Call To Action ◽  
Conceptual Paper ◽  
Definition Of ◽  
Practical Implications ◽  
Negative Connotation

PurposeThis article explores how recognizing politics may help change agents have better success enacting change.Design/methodology/approachA conceptual paper using systems and practical domains to define a more sophisticated and useful definition of politics for change agents' use.FindingsThe article argues that there is an innate correlation between organizational change and organizational politics.Research limitations/implicationsThis article is a call to action for future empirical study on political skill.Practical implicationsThis paper is a practical invitation for change agents to recognize and adopt the positive aspects of political skill to aid in their efforts.Originality/valueThough organizational politics traditionally receives a negative connotation, there is growing research supporting the positive use of politics. This connection has yet to be fully discovered when one reads the literature. This concept paper is an invitation to begin further study.

‘Kill Bill’ and the change agent: A multi-genre approach to organizational stories

2011 ◽  
Vol 17 (6) ◽  
pp. 797-811
Author(s):  
Melanie Bryant ◽  
Jennifer Frahm
Keyword(s):  
Organizational Change ◽  
Change Agent ◽  
Communication Strategies ◽  
Change Agents ◽  
Multiple Modes ◽  
Change Communication ◽  
The Future ◽  
Organizational Stories ◽  
Communication Interventions ◽  
Genre Change

AbstractThis paper argues that change practitioners could benefit from expanding change communication strategies to allow for the emergence and use of multi-genre change stories in place of minimalist storylines. We argue that minimalist storylines do not acknowledge the polyvocal view of change that has been discussed in storytelling theory or engage with multiple modes of understanding and suggest that change agents adopt a multi-genre approach to storytelling to address this gap. Drawing from Quentin Tarantino's movies Kill Bill 1 & 2 as an example of how stories can be constructed, this paper proposes that the use of multiple story genres increases the likelihood of audiences finding a genre they can relate to, thus increasing better audience reach. Findings suggest that existing change narrative types can be viewed as genres of organizational change and added to change agents' repertoires to make change communication interventions more appropriate and appealing to employees. While our paper aims to provide a conceptual way forward for change agents, we acknowledge that change agents need to engage with living stories in the future. Living stories recognize the multiple loose ends developed from past and present change experiences that can be used to construct new stories, which are more likely to transform organizations and acknowledge the unfolding nature of change.

Resistance to Organizational Change in Academia

2019 ◽  
pp. 361-381
Author(s):  
Devi Akella ◽  
Grace Khoury
Keyword(s):  
Organizational Change ◽  
Resistance To Change ◽  
Change Agents ◽  
Assessment Process ◽  
Evidence Based ◽  
Self Assessment ◽  
College Planning ◽  
Program Accreditation ◽  
Employee Resistance

Resistance to change happens to be a phenomenon in which both the change agents and change recipients are equally responsible for all forms of resistance. Resistance and its various forms are an outcome of the change agents' observations and their interpretations of the conversations, behavior, and reactions of the change recipients. This chapter uses auto-ethnographic reflexive narratives of two change agents involved in the self-assessment process at a college planning to seek US-based business program accreditation to make sense of the change process. The purpose of this chapter is to emphasize the under-reflected role of the change agents and how they influence and affect the behavior of change recipients and thereby contribute towards employee resistance. The chapter also emphasizes the crucial role of reflection and introspection in the sensemaking activities of the change agents in the entire change initiative and thereby adds evidence-based organizational change and development initiatives in an academic setting where research is limited.

Organizational Change and Values Systems Alignment

2019 ◽  
pp. 220-245
Author(s):  
Phil Jackson ◽  
Bernard Burnes
Keyword(s):  
Organizational Change ◽  
Change Agents ◽  
Communication Process ◽  
Change Initiatives ◽  
Systems Methodology ◽  
Change Communication ◽  
The People ◽  
Change Projects ◽  
Key Questions

This chapter examines how the success of change initiatives can be increased by designing the change communication process to create alignment between the values underpinning the type of change, the values of the people implementing the change, and the values of the people affected by the change. The authors use Graves' ECLET values systems methodology to show how change agents can understand and identify the dominant values systems within the people and organizations they are working with, which will enable them to express change communication in a way that creates values systems alignment. The chapter begins by examining why change fails. It then moves on to describe Graves' work and then to provide examples of how it can be used to improve the success of change projects. The chapter concludes by suggesting key questions change agents need to ask when undertaking change initiatives.

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