Abstract
ABSTRACTA change agent’s use of motivational interviewing (MI) to help employees resolve ambivalent attitudes may improve the success of organizational change initiatives. Informed by the transtheoretical model of change and the theory of planned behaviour this experimental research evaluated the effectiveness of MI to increase readiness to change. Through random assignment, 56 employees of a company undergoing change populated the experimental and control groups. Members of the experimental group participated in 3 MI sessions over a 30-day period. Participants indicated their readiness by completing the Job Change Ladder. Within- and between-group differences from a mixed ANOVA revealed MI significantly increased readiness to change. In contrast to frequently used definitions of individual readiness to change as a static state, the study presents evidence supporting its conceptualization as a dynamic process. Findings suggest that incorporating principles of MI to manage change could help individuals and groups embrace the change process, thereby improving the chances the change initiative will be successful.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
