Leading organizational change.

By J. Moran, B. Brightman. 2013

157 citations recorded by the source corpus.

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.

Subfields: Applied Psychology

View Paper: https://www.semanticscholar.org/paper/cb8788887fb86512455c41a29ebb5341ba542604

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In Applied Psychology

1. Kwasi Dartey-Baah
2. D. Collins

Citations in the corpus

• Resilient leadership: a transformational-transactional leadership mix (2015, background): “The process of change in any setting comes along with some requirement for changes (adjustment) in the thinking, values and behaviours of members (Moran and Brightman, 2000), which may be difficult for some employees to handle.”
• Culture Change in Elite Sport Performance Teams: Examining and Advancing Effectiveness in the New Era (2012, background): “Defined as “the process of continually renewing an organization's direction, structure, and capabilities to serve the ever-changing needs of external and internal customers” (Moran and Brightman, 2001 , p.”