Argues that it is both pertinent and timely that investigations be made into the dynamics of individual change. Much of the literature refers to change as a societal/cultural issue or an organization issue. Moreover, the approaches to managing complex change have been developed at a group or a systems level, seldom recognizing that it is the individual who confronts and solves the problems of change and ultimately accepts or rejects the change. Provides a literature review of the current models of individual change transition and identifies several assumptions on which they are built. Explores evidence that refutes these assumptions, which encourages the construction of a new model of individual change transition. This new model identifies four phases through which individuals pass to regain their own level of security. Suggests that the proposed new model offers managers, change agents, researchers and individuals alike a valuable way of describing and understanding individual change transition, as well as identifying avenues for intervention in the process.
French, E. and Delahaye, B. (1996), "Individual change transition: moving in circles can be good for you", Leadership & Organization Development Journal, Vol. 17 No. 7, pp. 22-28. https://doi.org/10.1108/01437739610148349Download as .RIS
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