Exploring transformational change in a state wildlife agency

Abstract

ABSTRACT Changes in public values, beliefs, and expectations are leading to calls for transformational change in natural resource management agencies. Paradoxically, however, organizational features of management agencies condition them to seek stability rather than change. We evaluated quantitative data from 2012 to 2017 surveys of personnel and coded employee focus groups and individual interviews to evaluate an organizational change effort within a state wildlife agency (SWA). Results suggested that employees perceived increased positive changes and increased support from management for the change initiative, which contributed to greater personal commitment to the change initiative. No differences, however, were detected in other indicators of change in the culture, such as openness to new ideas, over the five-year period. Qualitative findings revealed specific drivers and barriers to change. We interpret these findings and provide recommendations to leaders in other SWAs who may be considering organizational change efforts. Our findings suggest that tempered expectations among stakeholders and organizations are warranted regarding the rate and magnitude at which organizational change can occur.