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Understanding how individuals respond and adapt to change is essential to assist leaders to manage transformational change effectively. Contemporary health care environments are characterised by frequent and rapid change, often with unrealistic and challenging timeframes. Researchers have employed a range of assessment scales to assess individual readiness for change. Hence, to select the appropriate scale, it is critical to compare the properties of these instruments. A scoping review will be conducted to identify scales that measure an individual's response to change in the healthcare environment.

In this article the authors used the PIC (Population or Problem, Interest, and Context) design and undertook a comprehensive literature search conducted in Eric, MEDLINE, EmCare, CINAHL, PsychINFO and PubMed. Management databases were also searched including Business Source Premium (Ebesco) and Business Collection (InfoRMIT). Reference lists were scrutinized, and citation searches were performed of the included studies. The primary outcome was the quality of the literature searches and the secondary outcome was time spent on the literature search when the PIC model was used as a search strategy tool, compared to the use of another conceptualizing tool or unguided searching.

This scoping review identified eight scales used to measure an individual's response to change. This scoping review did not identify any individual change readiness scales specifically designed for use in the healthcare environment. However, two scales (the Acceptance of Change Scale and the Resistance to Change Scale) had applicability across a wide variety of organisational settings.

Scoping reviews do not set out to comprehensively source all relevant literature but rather to ascertain the nature and extent of the published literature in the field. Therefore, it is possible that a systematic review might uncover additional relevant papers.

This scoping review will assist change leaders to gain a better understanding of the different scales used to measure individual response to change.

To manage change effectively, change leaders first need to develop an understanding of how individuals respond and adapt to change. Change leaders require the necessary scales to assist them to understand change processes, providing an understanding of where individuals are placed on the change continuum. To the best of the authors' knowledge, this scoping review is the first of its kind to identify and review scales to measure individual response to change.

The purpose of this research was to understand the sensemaking processes people use to determine their responses to organizational change initiatives as they unfold overtime. Based on a longitudinal comparative case study of five business units in a $900-million manufacturing organization in the United States, it shows that people continuously assess how the initiatives will enhance or diminish their individual and organizational identities using four kinds of trust: trust in the organization, trust in leadership, trust in the process, and trust in outcomes. The complex dynamics among these “four trusts” and their influence on responses to change are described. A four trusts model is proposed to help change leaders formulate specific trust-building strategies to increase the probability of success of organizational change initiatives. Implications for research and practice are discussed.

The purpose of this paper is to review the literature on the response and adaption to change of allied health professionals. Understanding how individuals respond and adapt to change is essential to assist leaders to manage transformational change effectively. Contemporary health-care environments are characterised by frequent and rapid change, often with unrealistic and challenging time frames. Individuals operate independently, but also as members of teams, professions and organisations. Therefore, having a sound understanding of individual response to change is important for change leaders. In the Australian context, allied health professionals represent a quarter of the health-care workforce. There is a significant gap in understanding how allied health professionals respond and adapt to change.

A scoping review was designed to report on the nature and extent of the literature on the response and adaption to change in the context of allied health professionals. Change leaders in the health-care environment face a number of complex challenges when attempting to facilitate change. While this scoping review did not identify any specific literature on the response and adaption to change of allied health professionals, it did however provide information on change models and factors to take into consideration when implementing a change process.

The results of this scoping review identified findings in two main areas with regard to response and adaptation of allied health to change: a review of change management literature at the organisation level and change management for allied health. Most of the literature described organisational level change management without providing a structural framework for change. At the professional individual level, the literature focused on specific clinical interventions, rather than on the response and adaption to change for allied health. Minimal literature was identified in regard to the response and adaption to change of allied health professionals. In an environment characterised by continuous change and policy reform, a greater understanding of the response and adaption to change by allied health is a priority for research, policy and practice.

This scoping review was undertaken to explore the response and adaption to change of allied health. It sought to identify the factors that may explain why certain disciplines within the allied health professional group responded to change differently. Scoping reviews do not set out to comprehensively source all relevant literature but rather to ascertain the nature and extent of the published literature in the field. Therefore, it is possible that a systematic review might uncover additional relevant papers. However, this scoping review provides a clear indication of the nature and extent of the literature in allied health.

This scoping review will assist change leaders to gain a better understanding of theoretical frameworks of individual, team and organisational change processes and the impacts these have individually and collectively on change processes.

To the best of the authors’ knowledge, this scoping review is the first of its kind to identify the minimal literature available on the way allied health professionals respond and adapt to change.

Describes research into managers′ experiences of significant organizational change attempts. The research project was aimed at developing frameworks which: describe, illuminate and enable a better understanding of managers′ journeys through organizational change; serve as a template for bringing together the very diverse and fragmented literature relating to individuals experiencing change; highlight issues and pointers for the design and facilitation of effective organizational change initiatives. The first part describes the context, spirit, intentions, sample and methodology of the research. Also, reviews a broad range of literature which can inform our understanding of individuals in change. Propounds the need to open up the “real world” of organizational change, as perceived and experienced by managers, rather than any “ideal” view of how that world is desired or supposed to be. Presents and discusses research findings on the sensed and initiating “primary” triggers for change‐that is, the formal and communicated organizational change objectives; and the perceived and felt “secondary” triggers for change‐that is, the issues raised by, and the implications of, the organizational changes for individual managers. The second part presents a framework depicting the phases and components of managers′ journeys through organizational change. On the framework, the experience of managers can be located, in terms of their thoughts, feelings and behaviours, as the processes of change unfold. While each manager′s journey was found to be unique, the framework proved to be ubiquitous in enabling the mapping of all the managers′ journeys, and it also accommodates literature on phenomena as diverse as learning, personal transition, catastrophe and survival, trauma and stress, loss and “death”, and worry and grief. The findings emphasize the profoundness and deeply felt emotionality of many managers′ experiencing of change in organizations. Finally, identifies the outcomes of managers′ journeys through significant attempts at organizational change. Also presents the reported helping and hindering factors to those journeys. Implications of these findings are pursued, particularly in terms of the leadership and development roles and behaviours required, if the organization and its management are to move beyond simply requiring change towards actively facilitating its achievement.

The purpose of this paper is to explore how career identity informs employees’ willingness to engage in organizational change initiatives.

The paper draws on the findings of a qualitative case study exploring the experiences of 29 employees involved in a planned “bottom-up” organizational change initiative. At the time of the study, all interviewees were employed in a Dutch non-profit organization.

Drawing on protean career theory and the literature on other-oriented work values, we show that career identity informs both how employees make sense of the respective organizational change and their willingness to engage in it. The authors found that proactive career behavior and a focus on other-oriented work values inform higher levels of employees’ engagement in the change, while passive career behavior and self-centered work values inform employees’ lower levels of involvement in the change initiative. Based on the findings, the authors conclude this paper with a conceptual model which captures the cyclical relationship between career identity and employees’ willingness to engage in organizational change initiatives.

Future research should consider both the individual characteristics of employees involved in change initiatives and content or contextual factors when exploring willingness to engage with change.

Organizational change consultants and managers need to be aware of the influence of career identity on employees’ willingness to engage in organizational change and use this information during the implementation of change initiatives.

The paper explores employees’ willingness to engage with organizational change initiatives through the lens of career identity.

This study aims to examine the correspondence between the use and evaluation of management communication on the one hand and positive and negative responses to a planned organizational change on the other hand.

The study was conducted among employees of a Dutch branch of a large international organization which had survived a recent planned organizational change. In a survey, respondents were asked to report on their opinions about the organizational change at the time of the study, and retrospectively report on their opinions about the organizational change at the introduction of the organizational change.

It was found that positive responses to the planned organizational change increased and negative responses decreased in the due course of the organizational change. In addition, survivors were ambivalent in their attitude towards the organizational change, as positive responses existed next to negative ones. With respect to the role of management communication it was found that satisfaction with management communication is most strongly related to responses to the organizational change as survivors who are satisfied with management communication score high on positive responses and low on negative responses.

The study has methodological limitations as it employs a one point in time measurement.

This paper is a source for practitioners in the field of management communication as the results may guide them in focusing on maximizing employee satisfaction with management communication as this communication component is most strongly related to response to the organizational change.

This paper provides empirical evidence of the value of management communication for survivors of organizational change processes.

The purpose of this paper is to build a new model of organisational change in Chinese hospitals drawing in all the key factors which explain the change process. At a time of significant change in Chinese hospitals, understanding change recipients’ responses is critical. For this study, a model of their responses to change has been constructed from previous models and compared with a case study of dramatic change in a Chinese hospital. A new model has been produced which may be generalizable to other Chinese hospitals.

Two existing models of organizational change were merged, and the new model was tested using data collected from a research site at a single Chinese hospital where the change program included the balanced scorecard performance management system, a new pay-related performance system and significant strategic change.

A final revised model was created which built in the external context, including the professional culture and national culture which have complex impacts on individuals during a change process, in both beneficial and harmful ways.

Multi-informants for data collection and longitudinal design in future research would be required for the further understanding of the relationships between the variables of this study. A single case study is not sufficient; broader testing is required.

The factors that impact on the individuals during change should be understood better by Chinese hospital managers.

This is a new model which adds to the existing literature. Although it is built primarily around hospitals, it may have relevance to other contexts in China.

Develops an understanding of the complex interface between emotion and learning and highlights the special contribution of psychoanalytic insights in understanding individuals’ reactions to organizational changes. Explores the extent to which emotions are products of learning, the ways in which emotions facilitate or inhibit learning, and the ways in which learning redefines and re‐organizes emotions at both an individual and an organizational level. The analysis shows the interdependence between emotion and learning and highlights many of the subtleties of individuals’ reactions to change that current research into individuals’ adaptability to organizational change tends to neglect. Reviews some of the implications of the psychodynamic explication of emotion and learning to our understanding of individuals’ reactions to organizational change.

The purpose of the present paper is to advance a testable model, rooted on well‐established control and self‐regulation theory principles, explaining the causal links between change‐related sensemaking, interpretation, readiness and subsequent behavioural action.

Following a review of the two motivation theories and clarification of change‐related sensemaking, interpretation, and readiness concepts, the paper proposes a series of research propositions (illustrated by a conceptual model) clarifying how these concepts interact with self‐regulating mechanisms. In addition, the feedback model exemplifies how cognitive processes triggered by new knowledge structures relate to behavioural action.

The model expands upon other existing frameworks by allowing the examination of multi‐level factors that account for, and moderate causal links between, change‐related sensemaking, interpretation, readiness, and behavioural action. Suggestions for future research and guidelines for practice are outlined.

The variables and processes depicted in the model provide guidelines for change management in organisations, both for individuals and for groups. By eliciting important self‐regulating functions, change agents will likely facilitate sensemaking processes, positive interpretations of change, change readiness, and effective change behaviours.

This paper makes two contributions to the literature. First, it offers a comprehensive and dynamic account of the relationships between change‐related sensemaking, interpretation, readiness, and behavioural action decision‐making. Second, it elucidates the impact of human agency properties, namely the interplay of efficacy perceptions, social learning, and self‐regulating mechanisms on these change‐related cognitive processes and subsequent behavioural outcomes.

The purpose of this paper is to extend the discussion of the recursive relationship between the identity of a profession and the professional identity of individuals in the context of change.

The paper draws on qualitative data collected as part of a pilot study into change in the NHS. It draws on structuration theory and insights from social identity theory (SIT) to propose that the relationship between the collective level of the profession and the individual level of the professional is recursive.

The data suggest that individual professionals use and rewrite scripts of their profession but also draw upon new scripts as they engage with local change. To that extent they contribute from the local level upwards to the changing identity of their profession. Further more detailed micro level studies are required.

The argument is based on a limited data set and points towards the need for further microlevel studies which examine the recursive relationship between professionals' identity and the identity of a profession.

Further research can contribute to better understanding of local variance as professionals engage with change.

The paper fuses structuration theory and SIT and examines the agency/structure nexus in a specific change context.