Most planned approaches to organizational change specify a set of steps intended to apply to most change efforts, without recognizing contextual factors impacting the approach or the individual changes required to achieve organizational results. The purpose of this study was to determine if increasing personal awareness of self and others through the Strength Deployment Inventory may affect planned change actions, as well as individual thinking and beliefs about change. The study contributes to a greater understanding of a relationship-centered change model. The case study was conducted in the Organizational Effectiveness department of an insurance corporation. Differences in wants and needs in times of change surfaced and were shared during a workshop, shifts in thinking and planned behavior emerged in individual postworkshop surveys, and adjustments were made by the leadership team in their planned approach to change. All results suggest the importance of individual differences and relationships in driving organizational change.
|Advisor:||Feyerherm, Ann E.|
|Commitee:||Egan, Terri D.|
|School Location:||United States -- California|
|Source:||MAI 51/02M(E), Masters Abstracts International|
|Subjects:||Occupational psychology, Organization Theory, Organizational behavior|
|Keywords:||Change leadership, Change management, Organizational change, Personality in change, Relationship, Strength Deployment Inventory (SDI)|
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