Exploring a model for finding meaning in the changing world of work (Part 3: Meaning as framing context)

Orientation: This article, the final in a series of three papers, locates organisational change, specifically within the context of individuals’ experience of ‘meaning’, as conceptualised in Viktor Frankl’s logotherapy.Research purpose: The purpose of this theoretical paper is to investigate the context of meaning in organisational change by exploring the relationship between meaning and change.Motivation for the study: Although literature on change management is available in abundance, very little research has been focussed on the micro-level issues pertaining to organisational change, and virtually no research relating to the ‘existential meaning’ context of such change could be found.Research design, approach and method: The study was conducted by means of a review of literature, guided by the theoretical perspectives of logotherapy.Main findings: Whilst systems to which individuals traditionally turned for meaning decline, organisations become increasingly important for employees’ experience of meaning. As organisational change threatens such meaning, resistance to change may occur, which inhibits organisations’ ability to change. Logotherapy provides a useful framework for understanding this meaning context, which could be utilised to inform frameworks to guide change implementation more successfully.Practical and managerial implications: An understanding of the role that meaning can play in causing − and hence reducing − resistance to change may be of great value to organisations attempting to implement change initiatives.Contribution: The value-add of the article is grounded on its exploration of the relatively uncharted territory of how the experience of meaning by employees may impact organisational change. This article therefore provides a novel perspective for conceptualising change. In addition, it suggests specific recommendations for utilising an understanding of the meaning change relationship with the objective of optimising change initiatives.

When Does Management’s Support for a Change Translate to Perceptions of Fair Treatment? The Moderating Roles of Change Attributions and Conscientiousness

Organizational change creates uncertainty and stimulates fairness judgments of employees, which are important determinants of employee attitudes and behaviors. This study investigated the antecedents of employees’ change-related fairness perceptions. Drawing on change implementation literature, attribution theory, and personality research, the authors examined how the effect of management’s change support on individuals’ change fairness perceptions is moderated by change attributions and employees’ conscientiousness level. Using multilevel data from 693 employees in 29 organizations engaged in a variety of changes, hierarchical linear modeling analysis indicated that the relationships between managements’ change support and individual employees’ change fairness perceptions were positive in most conditions. The exception was when the change was externally attributed to conditions not controllable by the management and when the affected employees had lower levels of conscientiousness.

Facilitating Local Ownership Through Paradoxical Interventions

This article builds on findings from 6 years of action research on change dynamics in the Dutch diplomatic arena concerned with tough issues such as dispensing foreign aid to reduce poverty. The complexity of tough issues can only be handled effectively with intensive local participation. Such participation is not straightforward as people may shy away from the unfamiliar repertoires, unpredictable processes, and inevitable opposition that come with the territory. This article focuses on how to facilitate local ownership in a series of paradoxical interventions with sufficient depth and credibility. It describes the dynamics enabling and frustrating the helping relationship during the initiation and execution of complex change.

Exploring a model for finding meaning in the changing world of work (Part 2)

Orientation: This article explores the role that meaning, as logotherapy conceptualises it, can play to facilitate organisational changes.Research purpose: The purpose of this study is to explore further a model an earlier paper proposed for using employees’ experiences of meaning in work contexts to facilitate changes.Motivation for the study: The researchers could not find a comprehensive model in the literature for addressing employees’ experiences of meaning in, or at, work during organisational changes. A previous paper proposed such a model, but it addressed only one component fully. This article seeks to explore this model further to address this apparent gap in the literature.Research design, approach and method: The researchers used a literature review to conduct the study. The components of the model directed this review in order to find meaning at work.Main findings: The actions of organisations, which aim to create positive organisational contexts (through practices for improving meaning at work and transcendence) and to frame changes using ‘Logo-OD’, can improve employees’ experiences of meaning during organisational changes.Practical/managerial implications: Understanding the relationship between meaning and organisational change, and applying the model this article presents, can contribute to the overall success of change initiatives.Contribution/value-add: This study’s primary contribution stems from the novel framework it presents for organisations to use the knowledge about how employees search for meaning to facilitate changes.

Collaborate With Practitioners

Collaborative research is seen as a promising approach for bridging the rigor-relevance gap. In this essay, the authors criticize that the proponents of this approach tend to downplay communication difficulties between practitioners and researchers. The authors apply psycholinguistic concepts of layperson–expert communication and system theory to demonstrate that it is extremely difficult to integrate knowledge that has been generated in the different contexts of science and practice. The authors argue that collaborative approaches like action research, consulting, or executive training are more effective than collaborative research in ridging the rigor-relevance gap. A critical review of reports on collaborative research projects discloses some evidence in support of their assumptions. We conclude by encouraging researchers and practitioners to inspire each other through different forms of collaboration. However, we argue that attempts to turn managers into coresearchers with the special responsibility for making sure that rigor is complemented by relevance are overvalued in the academic discourse.

Young professionals' perceptions toward organizational change

Purpose

Effective change management is important for organizational development, but without knowing what features of change situations impact on employee behavior it is difficult to manage change successfully. Considering the changing age demographic of the Australian workforce and the shortage of skilled labor, the purpose of this study is to examine the important age group of young professionals and its perceptions toward organizational change.

Design/methodology/approach

Based on Lazarus and Folkman's cognitive phenomenological model of stress and coping, a framework of change perceptions was used to analyze young professionals' experience of change. A confirmatory factor analysis has been conducted surveying a sample of 261 young professionals from a diverse set of Australian organizations.

Findings

The analysis found that frequency of change and planning for change are significantly related to uncertainty, and in turn, that uncertainty is significantly related to job satisfaction and behavioral stress. Interestingly, it was found that although frequency of change is positively related to uncertainty, it is also positively related to job satisfaction. Findings indicate which features of change situations are related to poor well‐being outcomes and are therefore important for managers implementing change and working with young professionals.

Originality/value

The present study clarifies the relationship between young professionals and their perceptions of change. Practical implications of the findings for managers are discussed. Some recommendations for future research are provided.

Change Recipients’ Reactions to Organizational Change

This study reviews quantitative empirical studies of change recipients’ reactions to organizational change. The authors reviewed studies published between 1948 and 2007, out of which 79 met the criteria of being quantitative studies of change recipients’ reactions to an organizational change. Through an inductive review, the authors unravel a model of (a) explicit reactions to change, in which these reactions are conceptualized as tridimensional attitudes; (b) reaction antecedents that comprise prechange antecedents (viz., change recipient characteristics and internal context) and change antecedents (viz., change process, perceived benefit/harm, and change content); and (c) change consequences, including work-related and personal consequences. On the basis of their review the authors conclude by proposing directions for future research and practical managerial implications.

Everyday Sensegiving: A Closer Look at Successful Plant Managers

The authors conducted in-depth interviews and on-site visits with successful plant managers to understand similarities in their management approaches. Across 11 different plants, representing nine different industries, the authors found each plant manager actively engaged in shaping how employees viewed the organization and its values through what the authors call “everyday sensegiving.” From themes inductively identified from the interviews and on-site visits, four central values—“Here, we value people, we value openness, we value being positive, and we value being part of a larger community” were identified. In this article, the authors link everyday sensegiving of these middle managers and extend the findings of the study to consider linkages to organizational performance and change efforts.

Experiencing Gossip: The Foundations for a Theory of Embedded Organizational Gossip

This article presents findings on the nature and operation of gossip that emerged from an empirical study of organizational communication during a chief executive officer (CEO) succession process. By studying gossip within the context of a broader study of change-related communication, new insights were gained that extend, and in some respects challenge, commonly accepted views of the nature of gossip. The findings suggest gossip is experienced as coupled to or embedded in the other forms of change communication employees encountered across the CEO succession process. Gossip appears to be experienced as an integral part of sensemaking and social exchange and not as a phenomenon that can be fully understood in isolation to the formal and other types of informal communication that contribute to these processes. These findings provide the foundations for a theory of embedded organizational gossip that is offered here as a framework for further empirical study.

Civility, Respect, Engagement in the Workforce (CREW)

This article presents a description and preliminary evaluation of a nationwide initiative by the Veterans Health Administration (VHA) called Civility, Respect, and Engagement in the Workforce (CREW). The goal of CREW is to increase workplace civility as assessed by employee ratings of interpersonal climate in workgroups. Once endorsed by the VHA leadership and adopted by the leaders of particular VHA hospitals, CREW was conducted by local facility coordinators who were trained and supported by the VHA National Center for Organization Development. This article explains the conceptual and operational background of CREW and the approach used to implement the initiative, presents results from two CREW administrations with a total of 23 sites, and reports significant preintervention to postintervention changes in civility at intervention sites as compared to no significant changes at comparison sites within each administration. It discusses these findings in the conceptual (theoretical) and operational (intervention evaluation) context of interventions targeting civility.

Exploring Dispositional Resistance to Change

The aim of the study was to explore the relationship between Oreg’s recently developed scale on Resistance To Change (RTC) and its four sub factors and personality traits of the Five Factor Model (FFM). The sample consisted of 259 participants. Findings revealed that neuroticism correlated positively with the RTC Scale, while extraversion, openness to experience and agreeableness showed negative correlations with the RTC scale. Neuroticism correlated positively with three of the RTC sub factors, Routine seeking (RS), Emotional reaction (ER), and Short-term thinking (ST) respectively. Extraversion correlated negatively with the same three factors. Openness to experience correlation negatively with RS, while agreeableness correlated negatively with RS and ST. Conscientiousness correlated negatively with ST, but positively with RS. A regression analysis supported most of these findings. Use of the RTC scale could have special implications for managers in organizations making them more aware of diversity among employees.

Implementation Activities and Organizational Sensemaking

Corporate change initiatives trigger a series of activities aimed at implementing change. It is often assumed that successful implementation requires consistent action based on a shared understanding of the changes among employees. This article examines how implementation activities affect individual and organizational sensemaking processes and thereby contribute to a shared understanding and consistent change action. Based on inductive analyses of longitudinal data, the study suggests that many implementation activities focus predominantly on further planning and creating a cognitive understanding among change recipients prior to any action. Although participation in planning activities facilitates sensemaking at the individual level, it neither ensures organizational sensemaking nor necessarily leads to collective action. The limitations of cognitively focused implementation activities are discussed, followed by suggestions on how change agents can supplement these with activities aimed at sensemaking through action.