Change and Human Factors – Literature Exam
Change agents are responsible for creating and directing the implementation of a change within an
organization (Higgs & Rowland)
Change recipients are responsible for carrying out or adapting to a change (Ford).
A change agent is often a recipient too (Balogun & Johnson)
Under what circumstances does a recipient become an agent and takes leadership in the change?
(Deszca)
Smith et al.
- 11 philosophies of organizational change: different perspectives. In each philosophy,
theories and principles guide diagnosis and change interventions. Change leaders’
approaches are based on such assumptions.
Readings week 1: Change leaders, often TMs, behave in certain ways when implementing change.
Their relationship with employees matter for change outcomes. They should be aware of
stakeholders’ reactions to change they introduce. Change recipients- those who undergo change-
may display a variation of responses. For example, there is a variety of resistance responses. This
resistance interacts with the power of TMS inasmuch as their legitimacy derives from change
recipients.
,Smith, A.C.T., Skinner, J., Read, D. 2020. The psychological philosophy: ‘changing minds’. Chapter 8
from Philosophies of Organizational change, 2nd Ed. Edward Elgar Publishing, Northhampton, pp.
151-179.
Key topics:
- How does change come about according to the psychological philosophy? Due to individual
actors accomplished. Need to make transitions to make it happen.
- Why can empowerment be troublesome or risky?
- Briefly explain the key roles in change. And, what do you consider the key challenges in
managing beliefs?
Introduction
Managing change raises dilemma’s: tensions between philosophies. Each philosophy highlights and
ignores certain aspects > strengths and weaknesses. End of the book: promote dualities approach.
Change management philosophies tend to ignore how individuals respond to change.
The psychological philosophy of change treats change as something complex, powerful and
potentially severe. This chapter examines 7 psychological responses to change (particular interest in
resistance and empowerment).
People are key to success of change and individuals the carriers of change (change embedded in the
minds of those affected). Focus on employee transitions and psychological adjustments.
However, this may lead to a weaker position when dealing with the systems that organizations rely
upon for the delivery of their products and services > raises tensions because of ignoring the
systemic aspects of change.
Resistance acceptance
Elisabeth Kubler-Ross (1969) five stage model of how people come to terms with serious loss, she
tries to fill the gap of rational change management philosophies on how to individuals respond to
change.
1. Denial
2. Anger
3. Bargaining
4. Depression
5. Acceptance
These stages also occur when there is in a change situation. For example, initially an employee
foresees no need for any change at all, or believes that the proposed changes will never be
implemented (stage 1). Once change becomes inevitable, employees direct their dissatisfaction
towards management over the trauma and discomfort caused (stage 2). Next, through bargaining
(stage 3), the employee hopes that a compromise can be found. Depression follows implementation
as the employee questions whether the change was worth the sacrifice (stage 4). Eventually,
acceptance (stage 5), arrives to make the best of the change.
, Be able to explain those seven literature streams for exam!
1.Responses to organizational change, the Psychologcial Philosophy
The psychological philosophy differs from the other philosophies by its interest in the personal
impact of change. Psychological philosophy assumes that resistance commands the first instinct
towards change.
Key motif: minimizing the trauma and discomfort associated with organizational change. It
encourages employee involvement and empowerment in organizational decisions.
Acceptance and rejection are conceptualized as polar extremes of responses to change.
Organizational members need to be guided through a process of psychological transition in order to
accommodate the change. If we accept resistance as natural and intuitive, change programs need to
incorporate methods for ameliorating fear.
Resistance should diminish as employee takes ownership of decisions. --> Empowerment
Organizations do not resist change! People do!
2.Empowerment (Compare p.108/Mock exam)
Change acceptance can be strong, and according to psychologists is associated with workplace
communications, challenge, training and development, and collaboration and teamwork.
Empowerment enhances commitment to change, occupying a privileged position in the
psychological philosophy’s change toolkit.
In the psychological philosophy, empowerment stands for more than offering decision- making
involvements to employees. It aims for foster community, contribute to society, and to help
organizational members feel better about their work.
Better organizational outcomes come through greater sensitivity to the negative psychological and
emotional experiences that employees endure when they feel powerless.
The psychological philosophy encourages employees to develop their own capacities, learn
independently and advocate for their own wants. With or without formal empowerment, when
Change agents are responsible for creating and directing the implementation of a change within an
organization (Higgs & Rowland)
Change recipients are responsible for carrying out or adapting to a change (Ford).
A change agent is often a recipient too (Balogun & Johnson)
Under what circumstances does a recipient become an agent and takes leadership in the change?
(Deszca)
Smith et al.
- 11 philosophies of organizational change: different perspectives. In each philosophy,
theories and principles guide diagnosis and change interventions. Change leaders’
approaches are based on such assumptions.
Readings week 1: Change leaders, often TMs, behave in certain ways when implementing change.
Their relationship with employees matter for change outcomes. They should be aware of
stakeholders’ reactions to change they introduce. Change recipients- those who undergo change-
may display a variation of responses. For example, there is a variety of resistance responses. This
resistance interacts with the power of TMS inasmuch as their legitimacy derives from change
recipients.
,Smith, A.C.T., Skinner, J., Read, D. 2020. The psychological philosophy: ‘changing minds’. Chapter 8
from Philosophies of Organizational change, 2nd Ed. Edward Elgar Publishing, Northhampton, pp.
151-179.
Key topics:
- How does change come about according to the psychological philosophy? Due to individual
actors accomplished. Need to make transitions to make it happen.
- Why can empowerment be troublesome or risky?
- Briefly explain the key roles in change. And, what do you consider the key challenges in
managing beliefs?
Introduction
Managing change raises dilemma’s: tensions between philosophies. Each philosophy highlights and
ignores certain aspects > strengths and weaknesses. End of the book: promote dualities approach.
Change management philosophies tend to ignore how individuals respond to change.
The psychological philosophy of change treats change as something complex, powerful and
potentially severe. This chapter examines 7 psychological responses to change (particular interest in
resistance and empowerment).
People are key to success of change and individuals the carriers of change (change embedded in the
minds of those affected). Focus on employee transitions and psychological adjustments.
However, this may lead to a weaker position when dealing with the systems that organizations rely
upon for the delivery of their products and services > raises tensions because of ignoring the
systemic aspects of change.
Resistance acceptance
Elisabeth Kubler-Ross (1969) five stage model of how people come to terms with serious loss, she
tries to fill the gap of rational change management philosophies on how to individuals respond to
change.
1. Denial
2. Anger
3. Bargaining
4. Depression
5. Acceptance
These stages also occur when there is in a change situation. For example, initially an employee
foresees no need for any change at all, or believes that the proposed changes will never be
implemented (stage 1). Once change becomes inevitable, employees direct their dissatisfaction
towards management over the trauma and discomfort caused (stage 2). Next, through bargaining
(stage 3), the employee hopes that a compromise can be found. Depression follows implementation
as the employee questions whether the change was worth the sacrifice (stage 4). Eventually,
acceptance (stage 5), arrives to make the best of the change.
, Be able to explain those seven literature streams for exam!
1.Responses to organizational change, the Psychologcial Philosophy
The psychological philosophy differs from the other philosophies by its interest in the personal
impact of change. Psychological philosophy assumes that resistance commands the first instinct
towards change.
Key motif: minimizing the trauma and discomfort associated with organizational change. It
encourages employee involvement and empowerment in organizational decisions.
Acceptance and rejection are conceptualized as polar extremes of responses to change.
Organizational members need to be guided through a process of psychological transition in order to
accommodate the change. If we accept resistance as natural and intuitive, change programs need to
incorporate methods for ameliorating fear.
Resistance should diminish as employee takes ownership of decisions. --> Empowerment
Organizations do not resist change! People do!
2.Empowerment (Compare p.108/Mock exam)
Change acceptance can be strong, and according to psychologists is associated with workplace
communications, challenge, training and development, and collaboration and teamwork.
Empowerment enhances commitment to change, occupying a privileged position in the
psychological philosophy’s change toolkit.
In the psychological philosophy, empowerment stands for more than offering decision- making
involvements to employees. It aims for foster community, contribute to society, and to help
organizational members feel better about their work.
Better organizational outcomes come through greater sensitivity to the negative psychological and
emotional experiences that employees endure when they feel powerless.
The psychological philosophy encourages employees to develop their own capacities, learn
independently and advocate for their own wants. With or without formal empowerment, when
