The Colours of Change Ownership: A Qualitative Exploration of Types of Change Agents’ Psychological Ownership During School Change

2021 ◽  
pp. 1-21
Author(s):  
Shiran Benji-Rabinovitz ◽  
Izhak Berkovich
Keyword(s):  
School Change ◽  
Change Agents ◽  
Psychological Ownership ◽  
Qualitative Exploration ◽  
Types Of Change

Psychological ownership of a team of change agents during second-order change in schools and its implications for school culture

2020 ◽  
Vol 35 (1) ◽  
pp. 75-86 ◽  
Author(s):  
Shiran Benji-Rabinovitz ◽  
Izhak Berkovich
Keyword(s):  
School Culture ◽  
School Change ◽  
Change Agents ◽  
Second Order ◽  
Psychological Ownership ◽  
Content Type ◽  
Ideal Types ◽  
Sustaining Change ◽  
Order Change ◽  
Second Order Change

PurposeTaking ownership is considered vital for sustaining change in organizations, particularly when second-order changes are the goal. Yet, few studies explored psychological ownership of change agents in educational organizations. Moreover, no knowledge exists on how agents' individual psychological ownership augments psychological ownership in schools and on how collective psychological ownership of change relates to school culture. The present study aims to address these two lacunae.Design/methodology/approachA case study method was adopted to investigate the psychological ownership of teams of change agents in schools. Six Israeli secondary state religious schools adopting a new liberal curricular program were studied. Thirty one interviews were conducted with principals, program coordinators, mid-level teacher leaders and teachers who were active change agents in the promotion of the program. The interviews were complemented by quantitative data on students' perceptions of school discipline and tolerance of diversity based on the national school culture survey.FindingsThe analyses revealed the prevalence of three types of psychological ownership in the sample of schools. The analyses also showed how key components of psychological ownership, i.e. responsibility and territoriality in relation to change manifest in the schools that were explored. Institution-level analysis shed light on the different effects psychological ownership of the change team had on sharing within the faculty. In addition, analyses showed how the scope of agreement between two key change agents, the program initiator and the principal, on psychological ownership affected various psychological ownership aspects of the team. Last, the analysis shows that two types of collective psychological ownership emerged in the course of a liberal school change, and that types were differently related to school outcomes.Originality/valueThe study offers an innovative typology of collective psychological ownership during second-order change in schools, mapping two ideal types: cooperative and fragmented collective psychological ownership. The new types provide a better understanding of the dynamic of collective psychological ownership and its outcomes in organizations in general and schools in particular.

Change That Concludes

2021 ◽  
pp. 790-816
Author(s):  
Saku Mantere ◽  
Rene Wiedner
Keyword(s):  
Organizational Change ◽  
Change Agents ◽  
Types Of Change

Organizational change ends things while it creates new openings. This conclusive aspect of change tends to be underappreciated by both change agents and academics. We integrate streams of literature to answer four questions. First, we ask where and when conclusive change happens in organizations: what are its representative contexts? Then we ask what conclusive change is: what other types of change are there and how do conclusions fit in? Our third question is why conclusive change remains underappreciated. Bringing insight together from the three previous questions, we conclude the paper by asking how change agents should approach conclusive change.

Transforming the legal profession: an interview study of change managers in law

Legal Studies ◽  
2022 ◽  
pp. 1-24
Author(s):  
Justine Rogers ◽  
Felicity Bell
Keyword(s):  
Change Agents ◽  
Legal Profession ◽  
Interview Study ◽  
Professional Work ◽  
Hybrid Identities ◽  
Legal Context ◽  
Change Leaders ◽  
Lively Debate ◽  
Types Of Change ◽  
Professional Change

Abstract A lively debate progresses about change to the professions, including law, especially change in the form of managerialism. ‘Managerialism’ covers the methods and beliefs of managers within organisations, used to actively influence, evaluate, and ‘market’ professional work. But what about when that managerialism is change itself? How do we understand managerialism-as-change? This paper reports on an interview study with change managers, or ‘transformation leaders’ in the legal profession. Transformation leaders offer rich insights into the dynamics of professional change because they are incontrovertibly change agents. They are also themselves a form of managerial change as a new cadre of managers within the professions; managers with ‘hybrid’ identities whose legitimacy in professional settings is not assured. The findings presented include: the change leaders’ identities; the types of change being introduced; the constraints on and affordances for change in legal practices; and how change leaders secure, and sometimes struggle to secure, the authority needed to implement change. The concluding discussion highlights the study's contributions to our understanding of professional change and managerialism in the legal context – both what changes are being pursued and how they are materialising through certain ‘managerial’ goals, strategies, and the interactions of those with mixed identities and status.

Positioning Hospitalists as Change Agents

2009 ◽  
Vol 2 (10) ◽  
pp. 15
Author(s):  
MARJORIE BESSEL
Keyword(s):  
Change Agents

Muckraking the Change Agents

1984 ◽  
Vol 29 (12) ◽  
pp. 940-940
Author(s):  
Stephen A. Appelbaum
Keyword(s):  
Change Agents

Types of change strategies for limiting or reducing gambling behaviors and their perceived helpfulness: A factor analysis.

2018 ◽  
Vol 32 (6) ◽  
pp. 679-688 ◽  
Author(s):  
Simone N. Rodda ◽  
Kathleen L. Bagot ◽  
Alison Cheetham ◽  
David C. Hodgins ◽  
Nerilee Hing ◽  
...  
Keyword(s):  
Factor Analysis ◽  
Change Strategies ◽  
Gambling Behaviors ◽  
Types Of Change ◽  
Perceived Helpfulness
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