scholarly journals Department-Level Instructional Change: Comparing Prescribed versus Emergent Strategies

2018 ◽  
Vol 17 (4) ◽  
pp. ar56 ◽  
Author(s):  
Kathleen Quardokus Fisher ◽  
Charles Henderson
Keyword(s):  
Change Agent ◽  
Change Agents ◽  
Academic Departments ◽  
Instructional Change ◽  
Change Initiatives ◽  
Missed Opportunities ◽  
Change In Higher Education ◽  
Emergent Change ◽  
Plan Change ◽  
Best Fit

Academic departments are thought to be highly productive units of change in higher education. This paper investigates department-level instructional change via case studies analyzed with two change frameworks. One framework embodies prescribed change, emphasizing leader actions. The other framework embodies emergent change, emphasizing participants’ responsibilities. Analysis identified successes and missed opportunities. The results provide guidance on how change agents might create vision, motivate participants, build momentum, and institutionalize change. Through familiarity with multiple change frameworks, a change agent can plan change initiatives that best fit with the local goals and context, thus increasing the likelihood of success.

scholarly journals Acting as change agents: Insight into Québec occupational therapists’ current practice

2021 ◽  
pp. 000841742199436
Author(s):  
Annie Carrier ◽  
Alexandra Éthier ◽  
Michaël Beaudoin ◽  
Anne Hudon ◽  
Denis Bédard ◽  
...  
Keyword(s):  
Mass Communication ◽  
Online Survey ◽  
Change Agent ◽  
Full Range ◽  
Theoretical Perspective ◽  
Change Agents ◽  
Occupational Therapists ◽  
Change Agency ◽  
Canadian Association ◽  
Academic Degrees

Background. Change agents’ actions have been studied mainly from a theoretical perspective. Purpose. This study aimed to empirically identify occupational therapists’ actual change agent actions. Method. As part of a research partnership with the Canadian Association of Occupational Therapists-Québec chapter, we conducted this cross-sectional pilot study using an online survey. Findings. The change agent practices of our 103 participants involve many types of actions but show underinvestment in mass communication. Mass communication actions are more frequent when participants have greater experience, additional academic degrees, and training in change agency. Also, occupational therapists with additional academic degrees and change agency training tend to use a wider variety of actions. Finally, our participants’ actions principally target actors in the clinical context, rarely political actors. Implications. Our results suggest that occupational therapists can and will invest in the full range of change agent actions provided they can acquire the necessary knowledge and skills.

scholarly journals Change agents’ experiences of implementing a new organizational culture in residential care for older people: A qualitative study

2021 ◽  
pp. 205715852199599
Author(s):  
Eva Ericson-Lidman ◽  
Gunilla Strandberg
Keyword(s):  
Content Analysis ◽  
Older People ◽  
Residential Care ◽  
Change Process ◽  
Change Agent ◽  
Change Agents ◽  
Culture Transformation ◽  
Conflicting Demands ◽  
Great Responsibility ◽  
Care For Older People

Culture change in organizations may affect employees and change agents are often a forgotten resource; their perspective is often overlooked in research. The aim of the study was to illuminate experiences of being a change agent in order to improve residential care of older people. Interviews were performed with 15 change agents who participated in a large culture transformation in residential care for older people. The study followed COREQ guidelines and content analysis was used to interpret the text. The analysis revealed that the change agents felt chosen when they accepted the challenge to become a change agent, but they also felt that transferring the message to co-workers was demanding. Conflicting demands about measuring care and aggravating circumstances to implement change were described. The results indicate that change agents benefit from preparation for the role itself as they have a great responsibility on their shoulders. In making the process more successful, all co-workers should be involved in the change process from the beginning.

‘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.

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.

Facing Organizational Change

2021 ◽  
pp. 742-760
Author(s):  
Filippo Ferrari
Keyword(s):  
Organizational Change ◽  
Common Sense ◽  
Change Agent ◽  
Change Agents ◽  
Point Of View ◽  
Evidence Based ◽  
Change Agency ◽  
Academic World ◽  
Skill Mismatch ◽  
The Common

This chapter aims to present the obstacles both scholars and practitioners must overcome in facing organizational change. Indeed, too often practitioners lack any rigorous evidence-based background and rely on their previous experience and common sense. At the same time, scholars too often work in a very separated academic world, thus ignoring the actual problems that professionals face in actual firms. Being both a scholar and a practitioner, the author highlights the common challenges likely to be faced by change agents when facilitating organizational change: recognizing the readiness of the involved people to change, their skill mismatch, their previous change history, and the level of cynicism. A fully reflective change agent must consider these factors in designing and implementing an evidence-based organizational change and development (EBOCD) initiative and change agency process if he or she wishes to achieve positive outcomes both from the organizational and the involved people's point of view.

Change Agent Innovativeness: Community Economic Development Directors' Attitudes toward Telecommunications

2005 ◽  
Vol os-22 (1) ◽  
pp. 67-90 ◽  
Author(s):  
Peter F. Korsching ◽  
David J. Roelfs
Keyword(s):  
Economic Development ◽  
Rural Communities ◽  
Significant Variation ◽  
Local Development ◽  
Change Agent ◽  
Change Agents ◽  
Economic Viability ◽  
Community Economic Development ◽  
Remote Communities ◽  
Innovation And Change

This study examines the innovativeness of Iowa community economic development director change agents. Change agents such as economic development directors are employed by communities because of their expertise and assumed enthusiasm for innovation and change. Telecommunications innovations are being widely promoted in helping America's rural communities overcome some factors that historically have handicapped small and remote communities maintain economic viability. But achieving the utility of these technologies in local development is dependent upon leadership from the economic development directors to help communities acquire, implement, and fully exploit them. We hypothesize that change agents will be more innovative in using telecommunications technologies with greater exposure to information about the technologies. Findings reveal significant variation in the innovativeness of these change agents and that recent information and experience with the technologies are particularly important in their use by the economic development directors.

Creating an Inclusive Culture and Climate That Supports Excellence in Kinesiology

2013 ◽  
Vol 2 (3) ◽  
pp. 170-180 ◽  
Author(s):  
Patricia M. Lowrie ◽  
Leah E. Robinson
Keyword(s):  
Higher Education ◽  
21St Century ◽  
Change Agents ◽  
Multiple Identities ◽  
Academic Departments ◽  
People Of Color ◽  
Full Participation ◽  
And Behaviors ◽  
Demographic Shifts ◽  
Culture And Climate

The continuing U.S. demographic shifts provide a substantial rationale for a corresponding transformation in the culture and climate of academic departments in higher education. In part, the response to the change is to increase the representation of people of color and others who have been historically absent from professional areas fed by the Kinesiology pipeline. However, the greater challenge is to understand and therefore, alter the internal culture. An intentional effort toward a culture of inclusion and full participation provides a working platform to transform existing practices and to cultivate policies from which emerging practices will offer opportunities for success. The understanding of the multiple identities of those within Kinesiology and the society served, the portals and gaps within the systemic architecture, and the methods of creating a multicultural organization—all play significant roles in contributing to change and transformation. Enlightened catalytic change agents must adopt new inclusive paradigms to prepare 21st century professionals with adaptive ideologies and behaviors for resolving future issues and challenges.

scholarly journals KEBERHASILAN MELAKUKAN PERUBAHAN MELALUI ADKAR MODEL Studi Kasus Avnet Information Security Company

2016 ◽  
Vol 6 (2) ◽  
Author(s):  
Elsye Tandelilin
Keyword(s):  
Information Security ◽  
Business Model ◽  
Resistance To Change ◽  
Change Agent ◽  
Change Agents ◽  
Qualitative Approach ◽  
Management Teams ◽  
Individual Group ◽  
Current Finding ◽  
Physical Setting

There are many forces that are acting as stimulants for change such as socio-cultural, technological, economic and political and the options essentially fall in four categories: structure, physical setting, technology and people. The application of planned changed sometimes create many resistances for many reasons. There are many tactics have been suggested for use by change agents in dealing with resistance to change. One of the best suggestions is ADKAR MODEL (Awareness, Desire, Knowledge, Ability and Reinforcement). The purpose of this article is to illustrate empirically how ADKAR Model is configured to overcome the resistance of change of Avnet’s employees.  Library researchs were carried out with qualitative approach. The current finding indicate that the application of ADKAR Model was  enabled Avnet’s change agent to  identified why the change was not running well and suggestions to handle it and to identify the changing of many levels (individual, group, inter-group and organization.  Another finding was the model can be optimal reached if every step in this model is running well and fully supported by all management teams and also make it successful and permanently embedded into the organizational operations and business model

Implementing Cloud Information Systems

2014 ◽  
pp. 117-138
Author(s):  
Kamran Janamian
Keyword(s):  
Information System ◽  
Information Systems ◽  
Change Agents ◽  
Business Environment ◽  
Software As A Service ◽  
Legacy Systems ◽  
Missed Opportunities ◽  
It Managers ◽  
New Generation ◽  
Theoretical Foundations

In today's competitive business environment, Information Systems are not a luxury; rather they are vital for survival. High costs of licensing, implementation issues, and missed opportunities in legacy systems led to the development of a new generation of Information System platforms called “Cloud” domain. However, Cloud, if not understood properly by managers, has many shortcomings. Moving toward Cloud is not the goal and even competitive advantage may suffer. Managers and change agents should undertake deep study over Cloud Information Systems and Software as a Service (SaaS) before deciding to move toward migration. In this chapter, the main elements and features in which CEOs and IT managers should consider in evaluating the SaaS migration option are provided, and enterprises may be acquainted with the concept, goals, and theoretical foundations of SaaS as a main Cloud-based service in the business environment.

Accomplishing Change in Teaching and Learning Regimes

2019 ◽  
pp. 115-156
Author(s):  
Paul Trowler
Keyword(s):  
Higher Education ◽  
Organizational Change ◽  
Case Studies ◽  
Teaching And Learning ◽  
Change Agents ◽  
Change Processes ◽  
Documented Case ◽  
The World ◽  
Change In Higher Education

Chapter 6 focuses on change processes within their contexts, and how they have been, and can be, addressed. Drawing on vignettes and on well-documented case studies of organizational change in higher education contexts around the world, the chapter considers the forces of stasis and dynamism of the various elements which constitute teaching and learning regimes. The implications for change agents are unpicked and the notion of a practice-focused way of seeing is further elaborated. The chapter elaborates on how the practice sensibility helps practitioners look beyond quotidian events, conflicts, and issues. It helps change agents know where to look and what to look for in relation to the forces that shape practices, and how they might be addressed to enhance processes and outcomes.

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