Everything Must Change Because Nothing Changes

2021 ◽  
pp. 41-48
Author(s):  
Filippo Ferrari
Keyword(s):  
Organizational Change ◽  
Case History ◽  
Resistance To Change ◽  
Work Organization ◽  
Evaluation Process ◽  
Organizational Dynamics ◽  
Power Dynamics ◽  
Organizational Analysis ◽  
Analysis And Evaluation ◽  
Bottom Level

This reflective case history describes an intervention conducted by the author within an Italian bank. Involved in an organizational change at the bottom level, the author faced many difficulties both related to organizational dynamics (changes in work organization and in the skills of the operators) and to relational aspects (power dynamics and resistance to change of some employees). This reflective case history describes the followed organizational analysis and evaluation process and the implemented organizational change strategy. Finally, it presents the adopted reflective method of intervention and the obtained results.

Everything Must Change Because Nothing Changes

2019 ◽  
pp. 601-608
Author(s):  
Filippo Ferrari
Keyword(s):  
Organizational Change ◽  
Case History ◽  
Resistance To Change ◽  
Work Organization ◽  
Evaluation Process ◽  
Organizational Dynamics ◽  
Power Dynamics ◽  
Organizational Analysis ◽  
Analysis And Evaluation ◽  
Bottom Level

This reflective case history describes an intervention conducted by the author within an Italian bank. Involved in an organizational change at the bottom level, the author faced many difficulties both related to organizational dynamics (changes in work organization and in the skills of the operators) and to relational aspects (power dynamics and resistance to change of some employees). This reflective case history describes the followed organizational analysis and evaluation process and the implemented organizational change strategy. Finally, it presents the adopted reflective method of intervention and the obtained results.

Making Your Agency Outcome Informed: A Guide to Overcoming Human Resistance to Change

2008 ◽  
Vol 89 (1) ◽  
pp. 9-18
Author(s):  
Joseph Yeager ◽  
Michael L. Saggese
Keyword(s):  
Mental Health ◽  
Organizational Change ◽  
Resistance To Change ◽  
Third Party ◽  
Regulatory Agencies ◽  
Mental Health Providers ◽  
Health Providers ◽  
Simple Process ◽  
Delivery Of Services ◽  
Third Party Payers

Organizational change for mental health providers is becoming the rule rather than the exception as outside forces such as regulatory agencies and third-party payers exert increasing influence on the delivery of services. The pressure to adapt to shrinking budgets combined with demands for more effective services often puts many provider agencies on the defensive. In short, agencies must be able to demonstrate that they are, in fact, succeeding at cutting cost, increasing revenues, and improving effectiveness simultaneously. However, implementing organizational change is fraught with many challenges, not the least of which is the natural human resistance to change. This study provides a clear and simple process for identifying the most common reasons for the inevitable human resistance to change and suggests a strategy for overcoming that resistance to bring about successful organizational objectives.

Institutionalization and Professionalization

2016 ◽  
Author(s):  
Trish Reay ◽  
Elizabeth Goodrick ◽  
Bob Hinings
Keyword(s):  
Health Care ◽  
Organizational Change ◽  
Health Care Systems ◽  
Future Research ◽  
Power Dynamics ◽  
Care Systems

Health care systems are both highly institutionalized and highly professionalized. We suggest that both characteristics should be considered to understand the underlying power dynamics and how organizational change can occur. Although these characteristics have mostly been considered separately, we identify three ways they are being brought together and show how each reveals different underlying power dynamics that in turn suggest different explanations of organizational change. To conclude, we set out three avenues for future research that will continue to advance our knowledge of change in health care.

Engaging With the Participatory Geoweb

Crowdsourcing ◽  
2019 ◽  
pp. 560-577 ◽  
Author(s):  
Jon M. Corbett ◽  
Logan Cochrane
Keyword(s):  
Experiential Learning ◽  
Case Studies ◽  
Organizational Capacity ◽  
Organizational Dynamics ◽  
Power Dynamics ◽  
Citizen Engagement ◽  
Power And Control ◽  
Participatory Processes ◽  
The Individual ◽  
And Control

Maps were historically used as tools of the elite to maintain and expand power and control. The development of participatory mapmaking and the geoweb have opened new avenues for broader citizen engagement and therefore challenge traditional power dynamics. This chapter analyzes three examples and presents experiential learning around participatory processes and VGI contributions. Specifically we explore who is contributing their information, what are their motivations and incentives, in what ways do users interact with available technologies, and how is this contributing to change? We conclude by discussing the roles of motivations, the type of contribution, organizational capacity and leadership, and objectives. In comparing and contrasting these case studies we examine the individual and organizational dynamics of engagement, and how this can better inform the discourse about VGI.

Creating a Business Unit Within a Large Sports and Entertainment Organization's Theatre Operation

2019 ◽  
pp. 483-491
Author(s):  
John Baaki ◽  
Maria Cseh
Keyword(s):  
Organizational Change ◽  
Human Resource Development ◽  
Human Resource ◽  
Case History ◽  
Change Process ◽  
Action Learning ◽  
Shop Floor ◽  
Evidence Based ◽  
Frontline Employees ◽  
Theoretical Perspectives

This reflective case history illustrates the change process in a USA sports and entertainment's theatre organization led by its leader in consultation with a human resource development and organizational change professional. Evidence-based organizational change and development informed by the theoretical perspectives on shop floor management and action learning guided the change process conceptualized on the belief that frontline employees should play a major role in driving change in organizations, and their learning and reflection is crucial in this process.

Delivering Organizational Change in Partnership With Trade Unions

2019 ◽  
pp. 387-397
Author(s):  
Gaye A. Greenwood ◽  
Carolyn Ward
Keyword(s):  
Decision Making ◽  
Organizational Change ◽  
New Zealand ◽  
Union Membership ◽  
Case History ◽  
Trade Unions ◽  
Union Density ◽  
Pivotal Role ◽  
Workplace Conditions ◽  
Union Leaders

This case history offers an insiders' view of bringing about change in union bargaining within major New Zealand organizations. While unions play a pivotal role in the day-to-day bargaining of wages and workplace conditions, there has been a significant reduction in union density and membership. In this case, two union leaders narrate how a shift from traditional bargaining to interest-based negotiation enabled participation in organizational change decision-making, built trust in relationships, and increased union membership.

Introducing Predictive Policing Technologies (PPT)

2020 ◽  
pp. 180-192
Author(s):  
Peter Watt ◽  
George Boak ◽  
Marija Krlic ◽  
Dawn Heather Wilkinson ◽  
Jeff Gold
Keyword(s):  
Organizational Change ◽  
Pilot Study ◽  
Case History ◽  
Police Force ◽  
Future Application ◽  
First Year ◽  
Predictive Policing ◽  
The North ◽  
The Future ◽  
The Impact

This reflective case-history presents the findings of a 12-week pilot study of a collaborative organizational change project which oversaw the implementation of predictive policing technology (PPT) into a territorial police force in the North of England. Based on the first year of a two-year initiative, the reflections consider the impact on the future of the project and their potential future application and cultural embeddedness, beyond the organizational and time-bound specifics of this case.

Resistance to Organizational Change in Academia

2021 ◽  
pp. 1451-1471
Author(s):  
Devi Akella ◽  
Grace Khoury
Keyword(s):  
Organizational Change ◽  
Resistance To Change ◽  
Change Agents ◽  
Assessment Process ◽  
Evidence Based ◽  
Self Assessment ◽  
College Planning ◽  
Program Accreditation ◽  
Employee Resistance

Resistance to change happens to be a phenomenon in which both the change agents and change recipients are equally responsible for all forms of resistance. Resistance and its various forms are an outcome of the change agents' observations and their interpretations of the conversations, behavior, and reactions of the change recipients. This chapter uses auto-ethnographic reflexive narratives of two change agents involved in the self-assessment process at a college planning to seek US-based business program accreditation to make sense of the change process. The purpose of this chapter is to emphasize the under-reflected role of the change agents and how they influence and affect the behavior of change recipients and thereby contribute towards employee resistance. The chapter also emphasizes the crucial role of reflection and introspection in the sensemaking activities of the change agents in the entire change initiative and thereby adds evidence-based organizational change and development initiatives in an academic setting where research is limited.

Organizational Learning and Change

2021 ◽  
pp. 723-741
Author(s):  
Jieun You ◽  
Junghwan Kim ◽  
Doo Hun Lim
Keyword(s):  
Organizational Change ◽  
Organizational Learning ◽  
Learning Organization ◽  
Resistance To Change ◽  
Learning Theories ◽  
Power Relationships ◽  
Uncertain Environments ◽  
Double Loop Learning ◽  
Structural Inertia ◽  
Learning And Change

This chapter discusses organizational learning as a strategic approach for organizational change. In the face of turbulent and uncertain environments, continuous involvement in organizational change is necessary. However, most organizations encounter resistance to change, thus fail to accomplish organizational change despite change efforts. Previous literature explains that resistance to change results from cognitive and psychological processes, social and power relationships, and organizational structural inertia. Given the findings from the previous research, organizational learning theories can provide strategic interventions to effectively deal with resistance and to achieve organizational change goals. The learning organization embrace learning activities – unlearning, experimentation, exploration, double-loop learning, and action learning - to develop the adaptability to environmental changes. This chapter suggests that HR/HRD should play a role in building the learning organization and facilitating organizational learning for change as a change agent.

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