The Psychology of Organizational Change New Insights on the Antecedents and Consequences of Individuals' Responses to Change
Book contents
- The Psychology of Organizational Change
- The Psychology of Organizational Change
- Copyright page
- Contents
- Contributors
- Part I Introduction
- Part II The Evolution of Change and Its Responses
- Part III Change in Context
- Part IV The Development of Change Leadership
- Chapter 9 Developing Change Competencies
- Chapter 10 Mindsets for Change Leaders
- Part V The Process of Change Leadership
- Part VI Conclusions and Commentary
- Index
- References
Chapter 9 - Developing Change Competencies
An Examination of Sensemaking Processes in a Change Management Competency Intervention
from Part IV - The Development of Change Leadership
Published online by Cambridge University Press: 28 September 2023
Book contents
- The Psychology of Organizational Change
- The Psychology of Organizational Change
- Copyright page
- Contents
- Contributors
- Part I Introduction
- Part II The Evolution of Change and Its Responses
- Part III Change in Context
- Part IV The Development of Change Leadership
- Chapter 9 Developing Change Competencies
- Chapter 10 Mindsets for Change Leaders
- Part V The Process of Change Leadership
- Part VI Conclusions and Commentary
- Index
- References
Summary
Managers act as change agents on the frontlines of the day-to-day implementation of change processes at the same time as having to manage daily operations. This double role puts them under pressure to both implement change processes efficiently and emphasizes the need for tools and techniques to develop the change competencies of managers. This chapter addresses this issue by presenting a case study of a change management competency intervention. The intervention lasted four days of workshops and consisted of dialog exercises and serious-game simulations. The participating managers were presented with change dilemmas related to key change concepts such as change phases, change resistance/readiness, and balancing change and stability, with the aim to improve their change competencies. Drawing on interviews with managers participating in the training we analyze how the intervention challenged the managers’ perspectives on their change management and fostered learning and development of change competencies. The key role of sensemaking processes are analyzed to nuance and theorize the complexities of developing change competency.
- Type
- Chapter
- Information
- The Psychology of Organizational ChangeNew Insights on the Antecedents and Consequences of Individuals' Responses to Change, pp. 185 - 207Publisher: Cambridge University PressPrint publication year: 2023
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