Thriving Teams and Change Agility: Leveraging a Collective State to Create Organization Agility

Abstract

Abstract Organizational agility is becoming a critical component of organization development and change due to the increasingly continuous and iterative nature of change. This explanatory mixed methods study demonstrates the effect of collective thriving on change agility and positions collective thriving as a psychological state that contributes to organization agility. Attunement is hypothesized to be a point of leverage to increase the state of collective thriving and was found to moderate the relationship between collective thriving and change agility. The qualitative study investigates characteristics of high- and low-thriving teams and furthers the understanding of collective thriving and change agility.

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