Abstract
Change initiatives in organizations often fail because people are neither committed to nor convinced they can implement the change successfully. The change challenge is a practical problem for most leaders. The vast literature on change management offers insights into obstacles to change and how to overcome them, and the emerging literature on readiness for change offers a plethora of instruments for how to assess it, though primarily in health care settings. However, there is limited advice about how to design workshops around new initiatives in organizations to increase readiness for change. To address this problem, we developed a model of the drivers of change readiness, based on survey data from 374 participants in 69 independently facilitated workshops to test hypotheses. The findings show which constructs have the most predictive power. These results have important implications for how to design and facilitate workshops that increase participants’ readiness for change. The study makes several contributions to the theory and practice of creating shared readiness for change.
Highlights
We chose to approach a population of consultants trained and certified in LEGO® SERIOUS PLAY® (LSP), which eliminated any bias from using different methods
We used the measures from the Confirmatory Factor Analysis (CFA) in a structural equation modelling (SEM) and the model remained good when adding the hypotheses into the calculations (ꭕ2 [260] = 536.61, p
We conducted a revised path analysis to analyse the relationship between Cohesion and Engagement as well as Cohesion and Knowledge Creation. These results indicated that Cohesion, not Psychological Safety, predicted increases in Engagement and Knowledge Creation
Summary
Organizational change refers to the transition of the organization from one state to another. Lewin (1947; 1951) famously argued that people experience three stages as they progress through change – unfreezing, changing and refreezing. The emerging literature on change readiness (e.g., Weiner 2009; Shea et al, 2014) conceptualizes this phenomenon as a function of buildings a shared psychological state in which organizational members feel committed to implementing the change and are confident in their collective abilities to do so. This literature often focuses on individuals’ resistance to change and how to overcome it. We examine groups of people in the same organisation, which means that the readiness to change drivers include both individual and social level phenomena.
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