Leading organizational change

Discusses the shift in focus of change management from change itself to the people facing change and the impact on the most powerful drivers of work behaviour: purpose, identity and mastery. Observes that leaders need to align these behaviours with organizational change by explaining the who, what,...

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Bibliographic Details
Published in:The journal of workplace learning 2000-03, Vol.12 (2), p.66-74
Main Authors: Moran, John W, Brightman, Baird K
Format: Article
Language:English
Subjects:
Behavior modification
Effectiveness
Employees
Environment
Individual behaviour
Internal customers
Labor Force
Leaders
Leadership
Organizational behavior
Organizational change
Professional Identity
Skills
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Summary:Discusses the shift in focus of change management from change itself to the people facing change and the impact on the most powerful drivers of work behaviour: purpose, identity and mastery. Observes that leaders need to align these behaviours with organizational change by explaining the who, what, where, why and how of the change. Describes the change management cycle: understand the current situation, develop a change plan, enlist others to develop critical mass and track and stabilize results. Presents the "TRY" (test, recalibrate, yes) model to help change leaders' resistance to change and lists what is needed in leaders to increase their ability to manage organizational change effectively.
ISSN:1366-5626
1758-7859
DOI:10.1108/13665620010316226