Individual change transition: moving in circles can be good for you

Abstract

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.

The Effect of Absorptive Capacity on Innovativeness: Context and Information Systems Capability as Catalysts

“…This process may be facilitated by 'awareness' in the individual that there is a new way, along with the desire to 'relinquish old ideas' (Becker, K., 2005). In this regard, French and Delahaye (1996) suggest a model of individual change involving four phases: security, anxiety, discovery and integration, in a cyclical and ongoing process of change adoption. Within this model, it is assumed that at various stages within the process individuals are able to show a level of selfawareness, and will also experience a level of anxiety during the change process 'caused by the loss of old familiar patterns and processes'.…”

Power and Change

“…If power is productive of identity, then identity becomes a target of change programsit is no longer enough for employees to believe that change is good; now they must feel it. The very emotions of the employee are at stake, which must now be made consistent with and supportive of change programs (e.g., French and Delahaye, 1996;Vince and Broussine, 1996). The hearts and souls of employees are to be won over to the change effort.…”

Employee Transition Throughout an Appreciative Inquiry Intervention

“…From the diagnostic OD perspective, French and Delahaye (1996) say that anxiety is a natural reaction to organisational change interventions, but resistance to change is not a foregone conclusion. Ford, Ford, and D'Amelio (2008) warn that "agents may want to consider the absence of resistance as a sign of disengagement and a harbinger of future problems resulting from unthinking acceptance" (p. 369).…”

“…For example, French and Delahaye (1996) developed a cyclical model, as shown in Figure 3, consisting of security-anxiety-discovery-integration. They defined propellants which drive the model, with creativity driving the security-anxiety step, learning driving the anxiety-discovery step, decision making driving the discovery-integration step and commitment driving the integration-security step.…”