scholarly journals The Generative Change Model: Creating the Agile Organization While Dealing With a Complex Problem

2021 ◽  
pp. 002188632110381
Author(s):  
Gervase R. Bushe

The generative change model identifies the underlying process that has produced success in a variety of Dialogic Organization Development (OD) and large group intervention cases. It works with widespread stakeholder engagement and self-organizing properties of human systems, to create rapid, transformational change. It appears better suited to managing complex, adaptive challenges than traditional planned change. The paper briefly describes the model and explains one aspect of it in more depth, the use of purpose, instead of vision, to guide the change process.

2020 ◽  
Vol 47 (3) ◽  
pp. 6-15
Author(s):  
Kevin J. Brown ◽  
Gaynor Yancey

The start of the early Christian church is recounted in the book of Acts.  In Acts 2 (NKJV) shares that after the outpouring of the Spirit of God, over 3,000 believers gather themselves together, where they “held everything in common, shared their resources, and that each person’s needs were met (Acts 2:42, The Message). The following article takes a bird’s eye view that assists us, as social workers, in understanding the importance of community practice. Community calls us to a sense of belonging and inclusion with a group of people.  Community also calls us to consider again our shared values and resources.  This article grounds us in the Biblical narrative, moves to our social work skills and knowledge base, and then concludes with thoughts that encourage us to address the “wicked problems” by being disruptive forces in the planned change process which is at the heart of community practice.


NASPA Journal ◽  
2006 ◽  
Vol 43 (2) ◽  
Author(s):  
Mary G. Locke ◽  
Lucy M. Guglielmino

Today’s colleges and universities operate in a complex environment characterized by rapid and unrelenting change, and nowhere do the challenges inherent in change more directly impact students than in the delivery of student services. The need to integrate new models of service delivery, data-driven approaches to enrollment management, greater accountability for student success, stronger emphasis on customer service, and provision of “anytime, anyplace” services through technology are readily evident. Yet, many institutions are finding that their internal cultures are unreceptive, even hostile, toward adopting needed changes. This qualitative case study focusing on a 4- year purposeful change initiative at a community college was conducted to provide higher educational leaders with a more comprehensive and nuanced understanding of the influence of cultural change on student services staff. The results of this study indicated that student services staff constituted a distinct subculture that perceived, experienced, responded to, and influenced planned change differently from other subcultural groups. Specifically, student services staff more demonstrably supported the purpose of the change initiative; identified empowerment, inclusion and involvement in college decision-making, and improved lines of communication as the most important impacts of the change process; and expressed strong confidence regarding the sustainability of the changes that had occurred. Student services staff also indicated that they found greater meaning and developed stronger commitment to their work as a result of the change process. As a result of these findings, implications and strategies that may be helpful in designing and implementing a successful planned change initiative involving student services personnel are presented.


2019 ◽  
Vol 8 (1) ◽  
pp. 816-834
Author(s):  
SYAMSURIADI Syamsuriadi

Abstract. Every organization in this modern era experiences challenges of change due to the uncertainty of the organization's environment. In the view of an open system, the organizational environment is described as everything that is around the organization that may influence and be influenced by the organization. Organizations cannot live without the environment, because both are inseparable entities. Thus changes in the environment must be followed by appropriate adjustment steps by the organization in order to maintain its effectiveness. One way to make adjustments appropriately is it requires management with planned management of change. A planned change process will be able to minimize the risks that will be caused. Whereas the unplanned process of change will have an adverse impact on the life of the organization. Therefore, in managing change it is necessary to apply various approaches, and change management models, so that organizations are able to lead strategic changes.


1997 ◽  
Vol 24 (1) ◽  
pp. 20-33 ◽  
Author(s):  
JON KEAR-COLWELL ◽  
PHILIP POLLOCK

Applying Prochaska and DiClimente's stages of change model to understanding the sequence of events necessary for an individual to alter patterns of behavior, this article examines the relative merits and problems of two intervention approaches—confrontational techniques and motivational interventions—to working with child sex offenders. It is proposed that confrontational techniques may be antitherapeutic and push offenders further from contemplating and taking responsibility for potential changes in their own behavior. It is suggested further that motivational interventions produce dissonance and then direct the change process in a more productive direction, with a greater probability of offenders taking responsibility for, and engaging in, active treatment.


2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Elizabeth Linkewich ◽  
Shelley Sharp ◽  
Denyse Richardson ◽  
Jocelyne McKellar

PurposeThe purpose of this paper is to develop an infrastructure and leadership capacity for a sustainable approach to collaborative change in a complex health-care system.Design/methodology/approachAn infrastructure for system change and a mechanism to build capacity for change leadership was developed. This involved (1) using a community of a practice model to create a change community, (2) developing an iterative engagement and change process and (3) integrating collaborative change leadership skills and knowledge development within the process. Change leadership was evaluated using Wenger's phases of value creation.FindingsA change community of 62 members across 19 organizations codeveloped a change process that aligns with Cooperrider's 4D Cycle. The change community demonstrated application of change leadership learnings throughout the change process.Originality/valueA tailored approach was required to support sustainable transformational change in the Toronto stroke system. This novel methodology provides a framework for broader application to systems change in other complex systems that support both local and system-wide ownership of the work.


2018 ◽  
Vol 31 (3) ◽  
pp. 214-227 ◽  
Author(s):  
Patrick John Harnett

Purpose Healthcare quality improvement is a key concern for policy makers, regulators, carers and service users. Despite a contemporary consensus among policy makers that integrated care represents a means to substantially improve service outcomes, progress has been slow. Difficulties achieving sustained improvement at scale imply that methods employed are not sufficient and that healthcare improvement attributes may be different when compared to prior reference domains. The purpose of this paper is to examine and synthesise key improvement attributes relevant to a complex healthcare change process, specifically integrated care. Design/methodology/approach This study is based on an integrative literature review on systemic improvement in healthcare. Findings A central theme emerging from the literature review indicates that implementing systemic change needs to address the relationship between vision, methods and participant social dynamics. Practical implications Accommodating personal and professional network dynamics is required for systemic improvement, especially among high autonomy individuals. This reinforces the need to recognise the change process as taking place in a complex adaptive system where personal/professional purpose/meaning is central to the process. Originality/value Shared personal/professional narratives are insufficiently recognised as a powerful change force, under-represented in linear and rational empirical improvement approaches.


2018 ◽  
Vol 14 (20) ◽  
pp. 89
Author(s):  
Buster C. Ogbuagu

Problem Statement: More than any other racial category, Black Youths have experienced severe racial disparities in contravention, trial and incarceration rates, the moment they come in contact with law enforcement agencies. There is a growing amount of literature suggesting that implicit racial biases do indeed exist in those who enforce the law, especially when such enforcers have limited time or and lacked cultural competencies to process their actions. These disparities are troubling, especially on account of the fact that although Black Youth comprise 16 percent of all children in America, yet they account for 28 percent of all juvenile arrests (National Council on Crime & Delinquency, 2007). It is not to imply that Black youths do not commit crimes. They do, just like all other ethnically diverse populations. However, there are research findings that Black youth pay a rather heavy premium for engaging in criminal or anti-social behaviors, mostly on account of their race, socioeconomic backgrounds, which are saturated by the stereotypical absence of a father or father figure, matriarchies, poverty and being mired in poor neighborhoods on one hand and on the other, a criminal justice system that disproportionately targets them. Approach: The paper applied an extrapolation of Scott Henggeler’s Multisystemic Psychotherapy paradigm to evaluate how its application can assist in stemming Black Youth lemming-like rush into the juvenile and criminal justice systems. It utilized secondary data analysis and literature on Black youth, juvenile, criminal justice and conduct disorders to evaluate this therapeutic approach in a Large Group Intervention-LGI setting. Result: Research indicate that the Multisystemic Therapy approach had previoulsy been applied at a micro level with satisfactory outcomes. In this case, I propose a treatment paradigm intended to be extrapolated [from Henggeler’s approach] to a Large Group Intervention-LGI and community setting, using all the parameters as Henggeler and team enunciated, but with slight adjustment and modifications to fit a Large Group Intervention target audience. Conclusion: The successful application of Hengeler’s Therapeutic Model within a Large Group Intervention setting significantly attenuated negative Black Youth interaction within the criminal justice systems in the USA, Canada and elsewhere. Additionally, successful application of this paradigm enhanced Black Youth pro-social skills for the development of the self, community and the nation states where Black Youths call home.


2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anu Singh Lather ◽  
Shilpa Jain ◽  
Yogesh Verma

Purpose This study aims to discuss what prompted this organization to embark on the journey of transformational change, challenges faced strategies adopted to overcome challenges, leadership role and outcomes. Design/methodology/approach The descriptive approach is used to comprehend the transformational change process in this gigantic public sector undertaking (PSU). To have an idea of the effectiveness of the change process, the pre- and post-change performance of the company was taken into account through collection and analysis of physical and financial parameters. However, focus of this paper is concentrated on the transformation process and its chronological sequence only. Human resource productivity trend and organization development interventions adopted over the years were also observed along with conducting a sentiment analysis of the employees who lived through this entire change process in the organization. Findings The case study describes how this Indian PSU went through the process of transformational change management and leaves the reader to assess the degree and extent of success of the approach and strategy of the company in this regard. There may be many what-if situations and contingencies in this case for readers to explore for suggestions and solutions and finding new possibilities. Originality/value Change management is not a new exercise for the Indian corporate sector. What makes this case unique is the pro-active action initiated by a traditional high-performing and well-protected PSU to anticipate the future challenges and initiate action to overcome these. Change agents must “rewire” the plane while it is flying if the organization hopes to survive and perhaps prosper in the future. This case study is a first-hand account of the change process happening in a gigantic Indian PSU with Maharatna status.


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