From change novice to change expert: Issues of learning, development and support

Abstract

An increasing number of organisations are experiencing high velocity discontinuous change. To facilitate their adaptation and transformation, many are introducing more empowering structures and cultures. This has led them to disperse change agency to a more diverse “cast of characters” with implications for the way change agents are managed in the future. Draws on the findings of an ongoing empirical study into the experiences of those managers and employees with responsibility for implementing and managing change. Examines the way in which they are trained and developed to make the transition from change “novice” to change “expert”. Identifies some of the psycho‐social stresses and traumas associated with managing change. Explores the level of organisational support afforded to those who find that change responsibilities are now a significant part of their professional or operational role. Concludes with a discussion of the theoretical and practical implications facing those who have responsibility for “managing the change managers”, with a particular focus on HR strategies and policies.

Citation

Doyle, M. (2002), "From change novice to change expert: Issues of learning, development and support", Personnel Review, Vol. 31 No. 4, pp. 465-481. https://doi.org/10.1108/00483480210430373