Article

What Makes an Organizational Change Process Positive?

Karen Golden-Biddle and Jina Mao

in The Oxford Handbook of Positive Organizational Scholarship

Published in print August 2011 | ISBN: 9780199734610
Published online November 2012 | | DOI: http://dx.doi.org/10.1093/oxfordhb/9780199734610.013.0058

Series: Oxford Library of Psychology

What Makes an Organizational Change Process Positive?

More Like This

Show all results sharing these subjects:

  • Psychology
  • Organizational Psychology
  • Social Psychology

GO

Preview

In this chapter, we create a combined lens of positivity and process to explore what makes a change process positive. That is, what processes in changing strengthen and help people to build resilience, rather than deplete them? We examined field-based empirical studies that portrayed people’s experiences of change in order to identify clusters of small acts in change that help people navigate even more difficult changes. From these, we culled out three to profile in this chapter: acting with compassion in change, fostering agency in change, and sustaining cultural continuity in change. We discuss each and conclude with possibilities for future research and the practice of implementing organizational change.

Keywords: Change process; compassion; agency; cultural continuity; positivity and process

Article.  7296 words. 

Subjects: Psychology ; Organizational Psychology ; Social Psychology

Full text: subscription required

How to subscribeRecommend to my Librarian

Buy this work at Oxford University Press »