Transforming the Mind-Set of the Organization

Abstract

In this article the processes of individual and organizational change—their characteristics and dynamics—are explored, and resemblances between personal and organizational change are highlighted using a clinical orientation. Factors such as a period of distress, a crystallization of discontent, a focal event, and a public declaration of intent are shown to play a role in both individual and organizational change. The process of working through the loss associated with change—a process that is made up of a number of predictable stages: shock, disbelief, discarding, and realization—is outlined. Social support, locus of control, and hardiness are introduced as factors facilitating the change process. Finally, a case study showcasing a company that experienced a dramatic transformation is presented to highlight some of the critical change variables and to show how top management can use many of the levers that make for a successful transformation and change program.