Towards a Process Model of Individual Change in Organizations

Jennifer M. George · Gareth R. Jones

405 citations0/0 files storedHuman Relations

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Organizational Change and Leadership Management and Organizational Studies Organizational Management and Change

Abstract

This article analyses the way the individual change process unfolds when major; second-order changes are required. Using a framework that integrates both the cognitive and affective components of individual sensemaking and interpretation, we develop a process model that systematically analyses the psychology of the individual change process, and, in particular, the sources of resistance to change or inertia. A series of steps in the change process are identified if second-order change is to come about, and a series of testable propositions about the forces that may facilitate or stymie change are developed.

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References

1985Stress, appraisal, and coping 2013Stress: Appraisal and Coping 1954A Theory of Social Comparison Processes 1967The Social Construction of Reality 1977Handbook of Industrial and Organizational Psychology.1984Research in Organizational Behavior 1990Emotional Intelligence 2013Handbook of Social Psychology

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