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Leading organizational change

John W. Moran (CareGroup, Boston, MA, USA.)
Baird K. Brightman (Worklife Strategies, Sudbury, MA, USA.)

Journal of Workplace Learning

ISSN: 1366-5626

Article publication date: 1 March 2000

Abstract

Discusses the shift in focus of change management from change itself to the people facing change and the impact on the most powerful drivers of work behaviour: purpose, identity and mastery. Observes that leaders need to align these behaviours with organizational change by explaining the who, what, where, why and how of the change. Describes the change management cycle: understand the current situation, develop a change plan, enlist others to develop critical mass and track and stabilize results. Presents the “TRY” (test, recalibrate, yes) model to help change leaders’ resistance to change and lists what is needed in leaders to increase their ability to manage organizational change effectively.

Keywords

Citation

Moran, J.W. and Brightman, B.K. (2000), "Leading organizational change", Journal of Workplace Learning, Vol. 12 No. 2, pp. 66-74. https://doi.org/10.1108/13665620010316226

Publisher

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MCB UP Ltd

Copyright © 2000, MCB UP Limited