Remaking Change Agency

2002 ◽  
pp. 221-268
Author(s):  
Ellen Messer-Davidow
Keyword(s):  
Change Agency

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.

HR strategy during culture change: Building change agency

2015 ◽  
Vol 21 (6) ◽  
pp. 741-754 ◽  
Author(s):  
Llandis Barratt-Pugh ◽  
Susanne Bahn
Keyword(s):  
Cultural Change ◽  
Culture Change ◽  
Change Process ◽  
Relevant Literature ◽  
Critical Role ◽  
Research Process ◽  
Change Agency ◽  
Strategic Approach ◽  
Organisational Values

AbstractThis paper explores the role played by a Human Resources (HR) department orchestrating culture change during the merger of two large State departments with dissimilar cultures. A 2-year case study determined what HR strategies were having the greatest impact on embedding new organisational values to produce a more flexible culture and how these practices could be accelerated. This paper indicates how a more strategic approach by HR departments can support and develop relational managing capability that accelerates cultures change towards a more flexible work environment.This paper describes the context of the change process, the relevant literature, and outlines the research process. The findings from the phases of the data collection are summarised revealing the traumatic perceptions of the change process, but also the instrumental actions of some managers, working creatively with their teams to tackle new tasks and projects. The evidence suggests that these informal practices of task allocation were at the core of change agency in this case study and put the new flexible organisational values into action. The findings illustrate how the organisation moves from valuing managers for their technical competence to valuing managers for their relational competence.The paper then discusses what strategic HR actions were accelerating this process and illuminates the critical role of building managers as change agents. The paper concludes by confirming the need for a strategic approach by HR during organisational change. Building manager capability and supporting informal change agency practices is presented as a core focus for HR during such organisational cultural change programmes.

scholarly journals ‘By faith alone’ (undivided loyalty) in light of change agency theory: Jesus, Paul and the Jesus-group in Colossae

2017 ◽  
Vol 73 (3) ◽  
Author(s):  
Andries G. Van Aarde
Keyword(s):  
Agency Theory ◽  
Change Agent ◽  
Change Agency ◽  
Semantic Domain ◽  
Mediterranean Culture ◽  
Cultural Boundaries ◽  
Inclusive Approach ◽  
God's Work

This article aims to apply the model of change agent to the interpretation of Colossians. Presuming a continuity between Jesus and Paul, the article introduces the concept of ‘by faith alone’ from the Pauline letters. By this expression is meant an undivided fidelity to an inclusive approach to understanding God’s work, with concrete historical roots in Jesus’ crossing of gender, ethnic and cultural boundaries. Living in this manner requires reformation, transformation and change. The study spells out in fuller detail what is understood ‘by faith alone’ by discussing the meaning of ‘faith’ within its semantic domain embedded in the codes of 1st-century Mediterranean culture. Living in faith is both a change of one’s inner convictions and about a life in faith.

Transforming Leader Change Agency Skills and Abilities Through Emotional Intelligence Focused Executive Coaching

2019 ◽  
pp. 452-462
Author(s):  
Colette S. Lees
Keyword(s):  
Emotional Intelligence ◽  
Development Strategy ◽  
Executive Coaching ◽  
Aerospace Industry ◽  
Development Program ◽  
Strategy Development ◽  
Change Agency ◽  
Aerospace Systems ◽  
Leader Change ◽  
Initial Meeting

Sharon Hartley is a UK-based director in the aerospace industry. Following the initial meeting and subsequent conversations regarding the use of emotional intelligence (EI) in leader development, the author was commissioned to design and deliver a bespoke EI Director Development program. Funded by her organization, Goodrich Corporation, later to become UTC Aerospace Systems, the program provided a supported six-month development strategy. Results included an increased ability to use EI and EI competencies for strategy development, and for influencing and driving cultural and organizational change.

Identity, Commitment, and Change Agency

2016 ◽  
pp. 1815-1828
Author(s):  
Carol A. Kochhar-Bryant
Keyword(s):  
Change Agents ◽  
Doctoral Program ◽  
Theoretical Framework ◽  
Theory And Practice ◽  
Change Agency ◽  
Identity Commitment ◽  
Theory To Practice ◽  
The World ◽  
Critical Problems ◽  
Problems Of Practice

It is becoming almost cliché to assert that doctoral scholars should integrate theory and practice and address critical problems of practice. Less charted territory, however, moves beyond integration of theory and practice to the cultivation of scholars' as committed people who possess a compass of values and vision as they act as catalysts for change in the world of practice. The purpose of this chapter is to explore the kind of cultivation needed to effect the transformation required for doctoral scholars to move beyond translation of theory to practice to the next step of catalyzing change. This chapter explores the intersection of core constructs or strands for creating scholars as change agents – identity, commitment and civic agency. These elements are examined from a theoretical framework, and in context of a case example of a doctoral program that bridges the academy and the community.

Identity, Commitment, and Change Agency

2016 ◽  
pp. 189-202
Author(s):  
Carol A. Kochhar-Bryant
Keyword(s):  
Change Agents ◽  
Doctoral Program ◽  
Theoretical Framework ◽  
Theory And Practice ◽  
Change Agency ◽  
Identity Commitment ◽  
Theory To Practice ◽  
The World ◽  
Critical Problems ◽  
Problems Of Practice

It is becoming almost cliché to assert that doctoral scholars should integrate theory and practice and address critical problems of practice. Less charted territory, however, moves beyond integration of theory and practice to the cultivation of scholars' as committed people who possess a compass of values and vision as they act as catalysts for change in the world of practice. The purpose of this chapter is to explore the kind of cultivation needed to effect the transformation required for doctoral scholars to move beyond translation of theory to practice to the next step of catalyzing change. This chapter explores the intersection of core constructs or strands for creating scholars as change agents – identity, commitment and civic agency. These elements are examined from a theoretical framework, and in context of a case example of a doctoral program that bridges the academy and the community.

Evidence-Based Organizational Change and Development

2016 ◽  
pp. 120-142 ◽  
Author(s):  
Robert G Hamlin
Keyword(s):  
Organizational Change ◽  
Design Science ◽  
Evidence Based ◽  
Change Agency ◽  
Line Managers ◽  
Case Examples ◽  
Managing Change ◽  
The United Kingdom ◽  
Replication Research ◽  
Partnership Research

This chapter is targeted mainly toward HRD practitioners and line managers who are actively involved in bringing about effective and beneficial organizational change and development (OCD) within their own respective organizations and/or within host organizations. Its purpose is to help them to appreciate more fully the complexities of the process issues of managing change, and the value of using theory and results of rigorous internal research in a very conscious and focused way to inform, shape, and evaluate their own change agency practice. After discussing why so many OCD programs fail, the author argues that ‘evidence-based management' and ‘evidence-based HRD', coupled with HRD's understanding of and alignment with the strategic thrust of the business, will likely lead to more effective OCD initiatives and programs. Several case examples of evidence-based OCD from the United Kingdom are presented, and the merits of ‘design science', ‘professional partnership research' and ‘replication research' are discussed.

Global Activism, Advocacy, and Transformation

2014 ◽  
pp. 526-538
Author(s):  
Deva-Marie Beck ◽  
Barbara M. Dossey ◽  
Cynda H. Rushton
Keyword(s):  
United Nations ◽  
Human Health ◽  
21St Century ◽  
Nursing Shortage ◽  
Well Being ◽  
Change Agency ◽  
Knowing That ◽  
The United Nations ◽  
Health And Well Being ◽  
Millennium Goals

In almost every nation, the severe and chronic global nursing shortage continues to threaten the health and well-being of people across the globe. Florence Nightingale’s legacy of activism is closely aligned with integrative nursing and the United Nations Millennium Goals. Together, they lay out a bold agenda that calls nurses to a way of being-doing-knowing that embraces activism, advocacy and transformation. As 21st century Nightingales, our own deep personal and professional integrative nursing mission can continually transform our own lives, thus allowing each of us to become effective catalysts for human health and to sustain our change agency for global transformation.

scholarly journals The many roles of change agency in the game of green path development in the North

2020 ◽  
pp. 096977642094499
Author(s):  
Markku Sotarauta ◽  
Nina Suvinen ◽  
Suyash Jolly ◽  
Teis Hansen
Keyword(s):  
Industrial Development ◽  
Regional Economies ◽  
Change Agency ◽  
Institutional Entrepreneurship ◽  
Main Research ◽  
The Core ◽  
Path Creation ◽  
The North ◽  
The Many ◽  
The Empirical Analysis

The rapidly expanding stream of path development studies recognises that translating observations from past paths to conscious path creation requires conceptually linking agency to path development frameworks. Actors frame issues about and for the future, coordinate their actions in the present and make sense of what may have transpired in the past. The main objective of the paper is to explore the roles that actors play in green path development by answering the following main research questions: (a) Who are the core actors in green path development in the Nordic regions, ie. in industrial development around products, solutions or technologies that make regional economies more sustainable? (b) What are their main roles in relation to other actors? (c) What are the differences and similarities between the regions in terms of agency? The paper explores whether similar actors take on different roles in different regions and whether different actors may assume similar roles. For the empirical analysis, we identified seven roles in change agency. The empirical results showed that institutional entrepreneurship was the core of change agency in conjunction with innovative entrepreneurship and place-based leadership. The other four roles supported path development efforts. The results also show that institutional entrepreneurship is not a solo activity but a collective form of agency and that well-functioning shared institutional entrepreneurship may have a chance to change institutions for green path development.

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