Process Model Of Change Research Articles

Shared sensemaking during a strategic change process: a non-managerial perspective

PurposeThis study offers insight into how individuals in non-managerial positions make sense of a strategic change as it unfolds. We explore the dynamic aspects of how these individuals perceive and engage with the evolving process, and how shared strategic understanding is created. The study aimed to bridge the gap between structure and action by highlighting the agency of faculty staff members, during strategic change, in a business school context.Design/methodology/approachThe study utilized a longitudinal, real-time, inductive approach based on a single explanatory case study to describe how phenomena change over time in context, focusing on faculty staff members in non-managerial positions. Qualitative data was collected in three phases involving real-time reflective diaries and observations, interviews, and documentation. A combinatory process-practice ontology, was adopted, complemented by a “temporal lens” to capture the strategic change process as it unfolded.FindingsThe authors present a temporal process model of strategic change and identify four enabling factors through which shared sensemaking was achieved during the change process. Additionally, the study explores the role of tensions and dissonance in fostering reflection and progress within the context of organizational change.Originality/valueFindings contribute to the concept of shared sensemaking, and we illustrate how a change process is enabled through the interplay of dynamic (less visible) practices and static (prescriptive) elements of a change process. We contribute towards theory development through a more comprehensive understanding of contextual dynamics and how change processes unfold and interweave, by considering process, structure, and context.

Aligning a collaborative resistance model with a change management process: a case study in automation in industry

This paper presents a case study conducted to understand the change management process for a large-scale automation implementation in a manufacturing environment producing highly complex products. Through a series of fifteen interviews of eight engineers, a model is created to understand how the company of study changed a manufacturing activity while noting obstacles identified in the process. This model illustrates the duration, sequencing, teaming, and complexity of the project. This model is compared to other change process models found in the literature to understand critical elements found within change management. The case study aligns with both a design process and a traditional change management process defined in the literature. Finally, a collaborative resistance model is applied to the process model to identify and estimate the resistance for each task in the process. Based on the analysis of the collaborative situations, the areas of highest resistance are identified. By comparing the resistance model to the interview data, the results show that the resistance model does identify the challenges found in interviews. This means that the resistance model has the potential to identify obstacles within the process and open the opportunity to mitigate those challenges before they are encountered within the change management process.

Adaptive change: Emerging economy enterprises respond to the international business environment challenge

The technological and market containment of emerging economy enterprises (EEEs) from developed countries is becoming a great challenge for EEE development. In this context, how do EEEs respond to international business challenges and achieve continuous organizational innovation? This study proposes a process model of EEEs’ organizational adaptive change to achieve innovation using the case of Hikvision, a leading Chinese artificial intelligence (AI) enterprise. The results show that the adaptive change in EEEs is a dynamic process. The negative impact of international business environment challenges on enterprise development is the starting point for enterprises to adopt change behaviors. Through adaptive change in innovation strategy, innovation architecture and innovation systems, EEEs can break through technology blockades, overcome market crises and further weaken the negative impact of such challenges. This study constructs an adaptive change process model for EEEs and proposes strategic initiatives for EEEs with the help of a national innovation system (NIS), which has policy implications for EEE strategies and industrial policy design in emerging economies.

Making sense of voting “habits”: Applying the process model of behavior change to a series of large-scale get-out-the-vote experiments

AbstractI apply a new theoretical framework to voting to more cohesively bridge the economic cost-benefit model of voting with the psychology-motivated voting-as-a-habit literature. This new theoretical frame gives greater clarity as to how a vote in one election might beget a vote in another election, while yielding testable predictions as to which circumstances are more favorable for developing turnout persistence. To test these predictions, I make use of a novel dataset consisting of nine large-N, door-to-door voter mobilization field experiments in various election contexts (with ∼1.8 million voters in total). Consistent with prior empirical research, my analysis finds that being nudged to vote in one election leads to increased turnout four years later. But the main contribution of this paper is that the theoretical framework’s predictions and the corresponding empirical results make sense of turnout persistence heterogeneities that have been detected in certain prior empirical studies but not others.

Prevention and Treatment of Social Anxiety Disorder in Adolescents: Protocol for a Randomized Controlled Trial of the Online Guided Self-Help Intervention SOPHIE.

Social anxiety symptoms are highly prevalent among adolescents and are associated with poor quality of life and low psychosocial functioning. If untreated, social anxiety often persists into adulthood and increases the risk for comorbid disorders. Therefore, early interventions for social anxiety to prevent negative long-term consequences are critical. However, adolescents rarely seek help and often avoid face-to-face psychotherapeutic interventions due to the perceived lack of autonomy and anonymity. Thus, online interventions represent a promising opportunity to reach adolescents who have social anxiety but do not seek help yet. This study aims to evaluate the efficacy, moderators, and mediators of an online intervention developed to reduce social anxiety in adolescents. A total of 222 adolescents aged 11-17 years with subclinical social anxiety (N=166) or with a diagnosis of social anxiety disorder (N=56) are randomly assigned to the online intervention or a care-as-usual control group. The 8-week guided online intervention is based on the Cognitive Model of Social Phobia and evidence-based online interventions for social anxiety adapted to the specific needs of adolescents. The care-as-usual group will be given access to the online intervention after the follow-up assessment. Participants are assessed at baseline, at 4 and 8 weeks post intervention, and at 3-month follow-up assessment on the primary outcome, that is, social anxiety, on secondary outcomes (eg, level of functioning, fear and avoidance, general anxiety, depression, quality of life, self-esteem, and negative effects of the intervention), on potential moderators (eg, therapy motivation, therapy expectancy, and satisfaction with the intervention), and potential mediators (eg, therapeutic alliance and adherence to the intervention). Data will be analyzed based on an intention-to-treat approach and both groups (intervention and care-as-usual) will be compared at each assessment time point. Furthermore, potential mechanisms of change and generalization of intervention effects on daily life are assessed using an ecological momentary assessment procedure that includes items on maintaining mechanisms of social anxiety, social context, and affect. Participants are prompted 3 times a day during the first 8 weeks of the study and again for 2 weeks following the follow-up assessment. Recruitment is ongoing; initial results are expected in 2024. Results are discussed considering the potential of online interventions as a low-threshold prevention and treatment option for adolescents with social anxiety and in light of current advances in dynamic modeling of change processes and mechanisms in early intervention and psychotherapy in adolescents. ClinicalTrials.gov NCT04782102; https://clinicaltrials.gov/ct2/show/NCT04782102. DERR1-10.2196/44346.

Parsing within & between-person dynamics of therapy homework completion and clinical symptoms in two cognitive behavioral treatments for adults with anhedonia

ObjectiveHomework is a key theoretical component of cognitive-behavioral therapies, however, the effects of homework on clinical outcomes have largely been evaluated between-persons rather than within-persons. MethodsThe effects of homework completion on treatment response were examined in a randomized trial comparing Behavioral Activation Treatment for Anhedonia (BATA, n = 38), a novel psychotherapy, to Mindfulness-Based Cognitive Therapy (MBCT, n=35). The primary endpoint was consummatory reward sensitivity, measured weekly by the Snaith Hamilton Pleasure Scale (SHAPS), up to 15 weeks. Multilevel models evaluated change in SHAPS scores over time and the effects of clinician-reported and participant-reported homework. ResultsBATA and MBCT resulted in significant, equivalent reductions in SHAPS scores. Unexpectedly, participants who completed greater mean total amounts of homework did not improve at a faster rate (i.e., no between-person effect). However, sessions with greater than average participant-reported homework completion were associated with greater than average reductions in SHAPS scores (i.e., a within-person effect). For clinician-reported homework, this effect was only evident within the BATA condition. ConclusionThis study shows psychotherapy homework completion relates to symptomatic improvement in cognitive-behavioral treatments for anhedonia when session-to-session changes are examined within-person. On the contrary, we found no evidence that total homework completion predicted greater improvements between-person. When possible, psychotherapy researchers should evaluate their constructs of interest across multiple sessions (not just pre/post) to allow more direct tests of hypotheses predicted by theoretical models of individual change processes.

Childhood Sexual Abuse and Couple Relationships: A Grounded Theory on Healing

Adult survivors of childhood sexual trauma often report higher levels of marital dissolution, less sexual satisfaction, and higher rates of divorce. When it comes to childhood sexual abuse, the trauma often occurs with a known and trusted individual, inevitably connecting the experience of trauma to interpersonal relationships that carry implications for the survivor’s intimate partnership. This study developed a grounded theory of how partners help or hinder healing in couple relationships, when one partner has experienced childhood sexual abuse. The results describe a process model of change hinging on factors that contribute to healing and factors that hinder healing.

Towards successful organizational change management: New process model identification

The ever-evolving corporate landscape, catalyzed by the COVID-19 pandemic and rapid advancements in information technologies, has given rise to a new organizational philosophy. As novel sectors emerge and new forms of work and business processes unfold, change becomes a necessity integrated into companies' survival strategies. The dynamic, diverse, and discontinuous nature of the contemporary business environment demands a deeper understanding of organizational changes. Despite the prevalence of change, a significant number of initiated change programs fail, emphasizing the need for effective change management. While numerous change management theories exist, empirical validation and practical testing are often lacking, creating a gap between theory and application. This paper presents a critical exploration of prominent process models of organizational change, aiming to identify a unified diagnostic process model that addresses existing shortcomings and leverages the strengths of these models. The research identifies ten common phases in various process models, leading to the formulation of a 10F process model of organizational change. This model encompasses crucial stages such as problem diagnosis, creating a sense of urgency, establishing leadership roles, vision creation, planning, communication, implementation, short-term results, stabilization, and monitoring. The 10F model offers a comprehensive framework for understanding and managing diverse organizational changes. This research contributes to bridging the gap between theory and practice, providing valuable insights for managers, researchers, and practitioners engaged in organizational change initiatives.

Understanding how systemic change happens -marketisation and de-marketisation

This paper discusses possible conceptual foundations of formal models of endogenous change processes, understood here as movements between market and non-market transactions at the level of the national economy. It links but does not merge movements of resources with shifts in the pattern of transaction types. In focussing on transaction types, it deploys insights from Commons, Coase, and Godelier, to discuss how framing transaction types as the fundamental 'thing to be explained' points to the value of choices about how activity may best be organised, which requires a general concept, which can be found in Commons' 'going concern', applicable to transactions focussing on markets or not. It entails the possibility of institutional change and shifts in the location of economic resources without formal policy change. It suggests that the main requirement for such change processes are dualistic incentive patterns that operate upon institutional choice and/or development, which derive at root from experienced contrasts between the realities of existing and normatively privileged systems, and others, normatively initially deemed inferior, that offer key actors greater economic efficiency. Moves of institutional activity from one to the other are thus conceptually processes of endogenous systemic change. System in this sense is thus viewed as a coexistence of alternatives. The motivation comes directly from consideration of two very different historical moments: endogenously driven shifts 'from plan to market' in countries attempting central planning, and contemporary pressures in market economies from areas of the economy, such as services, where joint production and/or own consumption imply irremediable market failure and so non-market based economic institutions offer greater economic efficiency and may therefore attract both resources (factors of production) and investment in development of suitable transactions and their organisation.

Kotter’s Eight-Step Change Process Model and Students’ Attitudes towards Fees Payment Policies in Public Universities in Uganda

Kotter’s Eight-Step Change Process Model and Students’ Attitudes towards Fees Payment Policies in Public Universities in Uganda

Theoretical modeling of solid-liquid phase change in a phase change material protected by a multilayer Cartesian wall

Theoretical modeling of solid-liquid phase change processes is of much interest in energy storage and thermal management. While most theoretical phase change models assume that the phase change material (PCM) is in direct contact with the thermal source/sink, in most practical scenarios, the two are separated by a thick wall, which, in some cases, may comprise multiple heterogeneous layers. Accounting for thermal conduction through the multi-layer wall is important to ensure accuracy of the predicted phase change characteristics. This paper presents theoretical analysis of phase change in a system comprising a PCM and a multi-layer Cartesian wall using the eigenfunction expansion method and analysis of multi-layer thermal conduction. Thermal contact resistance between wall layers, and between the wall and PCM are accounted for. The predicted phase change front propagation is shown to agree well with past work for special case of a homogeneous wall, as well as with numerical simulations. Two distinct timescales in the solution, related to diffusion through the wall and phase change propagation in the PCM are identified. The impact of the imposed temperature, wall thermal diffusivity and thickness are presented in non-dimensional forms. Practical problems related to design of a PCM wall for energy storage are solved, showing two very different characteristics of stainless steel and polypropylene walls, as well as the impact of wall thickness on phase change propagation. The results presented here improve the fundamental understanding of phase change heat transfer processes, and are particularly relevant for relatively thick, thermally insulating walls over relatively short time periods, for which a resistance approximation for the wall is not accurate.

Collective Flourishing as an Appreciative Process of Organizing: A Team Development Approach

Flourishing represents the full potential of a system, serving as a guiding force to build more virtuous, innovative, resilient, and highly effective organizations. It is a desired state for most companies, and there is an increasing interest in knowing how it can be enacted. Unfortunately, most studies have approached it as an ideal condition or end state, which has limited our capacity to explore its dynamic or unfolding nature. I propose to overcome this limitation by exploring the notion of flourishing as an appreciative process of organizing, which I describe as an ongoing set of interactions and narratives that help to perceive and enhance the full potential of social systems. To explore this, I implemented an appreciative team development program in five different teams, with the aim of exploring the organizing and sensemaking processes that allow the emergence of flourishing states. In doing so, I use grounded theory methods to build a process model of positive change in teams, which offers interesting insights as to: (1) understanding flourishing from a process perspective; (2) recognizing the processes that characterize an “appreciative mode” of organizing and sensemaking; and (3) illuminating the micro foundations of positive organization development at the team level.

Taming complex problems using the problem‐solution‐impact research process model

AbstractThe transformative consumer research (TCR) and transformative service research (TSR) movements seek to encourage, support, and publicize research benefiting consumer welfare. In this article, we introduce design thinking (DT) as a rigorous, effective, and creative problem‐solving process well‐suited to tackle the multi‐dimensional problems TCR/TSR researchers address. A scoping review of TCR/TSR and DT literatures examining complex issues, such as health and well‐being, inequality, and sustainability, reveals each orientation's theoretical and methodological strengths as well as its opportunities to more effectively catalyze positive change. Specifically, DT would benefit from the rigorous theoretical perspective brought by TCR/TSR researchers. In turn, transformative consumer and service researchers can find inspiration in the participatory ideation and prototyping techniques central to DT. The problem‐solution‐impact (PSI) research process model for transformative change draws from the strengths of the two traditions to creates a rigorous and relevant approach to addressing the world's most complex and dynamic problems.

Pandemic Pedagogy: How Early Career Agriculture Teachers Reflect on Their Practice

In a struggle to cope with school closures and shifting instructional paradigms from face-to-face to virtual, agriculture teachers across the United States were drastically impacted by the COVID-19 pandemic. We sought to understand how early-career agriculture teachers (ECATs) in California reflected on their teaching experience before and during the transition through February, March, and April 2020. Our work was guided by Pedagogical Design Capacity (Brown & Edelson, 2003) and the Discovery Learning® Change Process Model (Musselwhite & Jones, 2010) to explore the lived experiences of ECATS during the initial transition from face-to-face instruction to Emergency Remote Teaching (ERT). In this qualitative inquiry, the data illuminate how ECATs in California spent time reflecting on their reactions to mandates with raw emotion and how they are driven to change their teaching practice in novel ways. The data further reveal how ECATs cope with crises while supporting the fundamental socio-cultural needs of their students. The data lead us to better understand how ECATs leverage their networks and curricular resources to keep their students engaged in the absence of the traditional in-person instructional environment. The ECATs in this study also exhibited tendencies of resilience that impacted their experience during this teaching transition. Recommendations are discussed around understanding the process teachers undergo, triggered by a traumatic event, to return life to some form of homeostasis for themselves and their students.

수직 원관에서의 메탄의 포화 유동 비등에 관한 수치해석적 연구

In this study, a numerical study on saturated flow boiling of methane is carried out in a smooth vertical pipe. The pipe has a diameter of 8 mm and length 1 m. The simulation is performed under the condition of mass flux of 52.36-150.31 kg/㎡s, heat flux range of 7,950.7-31,858.9 W/㎡, and outlet pressure of 0.7 MPa. The analysis for saturated flow boiling is implemented with taking into account the phase change process, wall boiling and inter-phase momentum transfer models. Simulation results are compared with the theoretical values and experimental results found in the literature. According to the simulation results, the vapor quality shown in the simulation is lower than that predicted by the theoretical values. However, the variation of the vapor quality with respect to heat flux shows similar trend to the theoretical value. The heat transfer coefficient is mainly dependent on the heat flux and not significantly affected by the mass flux. This means that the main mechanism of saturated flow boiling heat transfer is nucleate boiling.

Formulation of Change Management Model for Achieving Business Excellence in Large Organizations

This study aims to investigate how the different leadership levels can apply change management successfully in larger organisations, in order to facilitate business excellence. First, change models and leadership theories are analysed under EFQM principles, as it is selected as the framework for excellence. Then, a theoretical change management process is synthesised in alignment with leadership organisational levels. The main challenge of this research is to adequately connect theory about leading organisational change with practice. The research process is enriched by 6 semi-structured interviews in two different case studies, while the previous findings are validated through 3 structured interviews in a third case study. The analysis shows that although leaders believe that they identify the need for change, sometimes they do not, or they make sense of it too late. As such, a five-step change process model is created as the conclusion of the theoretical and case studies analyses. The value of this research is the connection between theory and practice as it tries to identify the responsible gaps for wrong or not fully successful organisational change projects. The suggested model simplifies the theory into practical steps while the success factors ensure that the enablers can support change efficiently. Further research based on the adoption of Senge’s systems theory for network leadership level is recommended to organisations.

An Autocatalytic Network Model of Conceptual Change

In reflexively autocatalytic foodset (RAF)-generated networks, nodes are not only passive transmitters of activation, but they also actively galvanize, or "catalyze" the synthesis of novel ("foodset-derived") nodes from existing ones (the "foodset"). Thus, RAFs are uniquely suited to modeling how new structure grows out of currently available structure, and analyzing phase transitions in potentially very large networks. RAFs have been used to model the origins of evolutionary processes, both biological (the origin of life) and cultural (the origin of cumulative innovation), and may potentially provide an overarching framework that integrates evolutionary and developmental approaches to cognition. Applied to cognition, the foodset consists of information obtained through social learning or individual learning of pre-existing information, and foodset-derived items arise through mental operations resulting in new information. Thus, mental representations are not only propagators of spreading activation, but they also trigger the derivation of new mental representations. To illustrate the application of RAF networks in cognitive science, we develop a step-by-step process model of conceptual change (i.e., the process by which a child becomes an active participant in cultural evolution), focusing on childrens' mental models of the shape of the Earth. Using results from (Vosniadou & Brewer, 1992), we model different trajectories from the flat Earth model to the spherical Earth model, as well as the impact of other factors, such as pretend play, on cognitive development. As RAFs increase in size and number, they begin to merge, bridging previously compartmentalized knowledge, and get subsumed by a giant RAF (the maxRAF) that constrains and enables the scaffolding of new conceptual structure. At this point, the cognitive network becomes self-sustaining and self-organizing. The child can reliably frame new knowledge and experiences in terms of previous ones, and engage in recursive representational redescription and abstract thought. We suggest that individual differences in the reactivity of mental representations, that is, their proclivity to trigger conceptual change, culminate in different cognitive networks and concomitant learning trajectories.

Determinants of Effective Change Management for Software Deployment Projects

Software application deployment change management is one of the emerging research themes that is gaining increased focus day by day. Our study examined the factors that affect software application deployment change management in Agile software development settings. Our study provided a systematic review and synthesized the approaches, practices, and challenges reported for adopting and implementing deployment change management. The prime objective of our study was to systematically synthesize the data extracted and formulate evidence-based practical recommendations that are influential in software deployment change management. Six research themes are proposed to evaluate the rationale of the research question. This qualitative study and systematic review explored the pertinent research articles and key findings from prominent academic databases. Based on the selected criteria, the final screening revealed 25 articles from an immense set of publications. Key findings that emerged from these publications are correlated with the six research themes: (a) timely communication with all stakeholders; (b) the reliance of deployment approaches on past experience; (c) the importance of collaboration among team members having adequate knowledge of DevOps tools; (d) the ramification of the differences among development, test, and production environments; (e) the influential areas that reap the benefits of continuous delivery and deployment; and (f) the challenges of the effective use of containerization. We also found indications of the significance of Lewin’s three-step change process model in the Agile development and deployment environment. Overall, our study deepens understanding of this thriving research area and contributes to the literature on Agile deployment and the software change management process.

Help! Working with change: An organizational change process model and online registry of resources

Abstract Background The health system is continuously undergoing change in response to various internal and external drivers. The organizational change literature is complex and multi-disciplinary, making it challenging for health professionals to utilize efficiently. To support practitioners through times of change, The National Collaborating Centre for Methods and Tools (NCCMT) developed a health sector-specific model of organizational change, by synthesizing existing models and frameworks, and developed an online registry of resources to help guide practitioners through the change process. Objectives Existing change process models were identified through a scoping review of reviews published from 2000-2015, supplemental searches using a snowball method, and contact with key informants. A thematic analysis identified key themes and activities. To support the use of the model, a search of the academic and grey literature was conducted to identify practical organizational change tools. Resources were tagged with specific stages in the model and added to an online interactive Registry. The online Registry is available for practitioners to gain knowledge and understanding of processes of change relevant to the health sector, identify facilitators and barriers to change, and use methods and tools to support practitioners throughout the change process. Results A total of 30 organizational change process models were identified and synthesized to create a new five-stage model: assessing the NEED for change; PLANning for change; IMPLEMENTing change initiatives; SUSTAINing change within the organization; and EVOLVing to continuously meet drivers for change. The easy to use and interactive platform hosts over 100 practical tools linked to stages in the model to support organization and systems change. Conclusions This new resource will support the implementation of evidence-informed practices, policies and programs in public health and the broader health care system. Key messages The health system is continuously undergoing change and can be challenging to navigate. A health sector-specific organizational change process model and online registry of resources can help guide public health professionals throughout the change process.

Implementation of clinical practice changes in the PICU: a qualitative study using and refining the iPARIHS framework

BackgroundLike in many settings, implementation of evidence-based practices often fall short in pediatric intensive care units (PICU). Very few prior studies have applied implementation science frameworks to understand how best to improve practices in this unique environment. We used the relatively new integrated Promoting Action on Research Implementation in Health Services (iPARIHS) framework to assess practice improvement in the PICU and to explore the utility of the framework itself for that purpose.MethodsWe used the iPARIHS framework to guide development of a semi-structured interview tool to examine barriers, facilitators, and the process of change in the PICU. A framework approach to qualitative analysis, developed around iPARIHS constructs and subconstructs, helped identify patterns and themes in provider interviews. We assessed the utility of iPARIHS to inform PICU practice change.ResultsFifty multi-professional providers working in 8 U.S. PICUs completed interviews. iPARIHS constructs shaped the development of a process model for change that consisted of phases that include planning, a decision to adopt change, implementation and facilitation, and sustainability; the PICU environment shaped each phase. Large, complex multi-professional teams, and high-stakes work at near-capacity impaired receptivity to change. While the unit leaders made decisions to pursue change, providers’ willingness to accept change was based on the evidence for the change, and provider’s experiences, beliefs, and capacity to integrate change into a demanding workflow. Limited analytic structures and resources frustrated attempts to monitor changes’ impacts. Variable provider engagement, time allocated to work on changes, and limited collaboration impacted facilitation. iPARIHS constructs were useful in exploring implementation; however, we identified inter-relation of subconstructs, unique concepts not captured by the framework, and a need for subconstructs to further describe facilitation.ConclusionsThe PICU environment significantly shaped the implementation. The described process model for implementation may be useful to guide efforts to integrate changes and select implementation strategies. iPARIHS was adequate to identify barriers and facilitators of change; however, further elaboration of subconstructs for facilitation would be helpful to operationalize the framework.Trial registrationNot applicable, as no health care intervention was performed.