Transforming the mind-set of the organization: a clinical perspective
Author: Balazs, Katharina ; Kets de Vries, Manfred F. R.INSEAD Area: Entrepreneurship and Family EnterpriseIn: Administration and Society, vol. 30, no. 6, January 1999 Language: EnglishDescription: p. 640-675.Type of document: INSEAD ArticleNote: Please ask us for this itemAbstract: In this article the processes of individual and organizational change -their characteristics and dynamics- are explored, and resemblances between personal and organizational change are highlited using a clinical orientation. factors such as a period of distress, a crystallisation of discontent, a focal event, and a public declaration of intent are shown to play a role in both individual and organizational change. The process of working through the loss associated with change -a process that is made up of a number of predictable stages : shock, disbelief, discarding and realization- is outlined. Social support, locus of control, and hardiness are introduced as factors facilitating the change process. Finally, a case study showcasing a company that experienced a dramatic transformation is presented to highlight some of the critical change variables and to show how top management can use many of the levers that make for a successful transformation and change program| Item type | Current location | Call number | Status | Date due | Barcode | Item holds |
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In this article the processes of individual and organizational change -their characteristics and dynamics- are explored, and resemblances between personal and organizational change are highlited using a clinical orientation. factors such as a period of distress, a crystallisation of discontent, a focal event, and a public declaration of intent are shown to play a role in both individual and organizational change. The process of working through the loss associated with change -a process that is made up of a number of predictable stages : shock, disbelief, discarding and realization- is outlined. Social support, locus of control, and hardiness are introduced as factors facilitating the change process. Finally, a case study showcasing a company that experienced a dramatic transformation is presented to highlight some of the critical change variables and to show how top management can use many of the levers that make for a successful transformation and change program
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