Revisiting the change curve: A rigorous examination and three case studies prompting a re-evaluation of a timeless concept

IF 1.5 Q3 MANAGEMENT

Human systems management Pub Date : 2024-07-19 DOI:10.3233/hsm-240051

Michael Hagemann, Sascha Cechlovsky

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引用次数: 0

Abstract

BACKGROUND: Numerous models of the so called ‘change curve’ exist, yet there is a paucity of scholarly inquiry regarding empirical substantiation, practical implementation, and general applicability. OBJECTIVE: This study explores the change curve, aiming to examine whether and how the various phases of the curve manifest in a business context, thus assessing their relevance, which represents a novel approach. METHODS: The analysis, employing a mixed-methods approach of qualitative and quantitative elements, is inductive and interpretative, focusing on exploring and understanding the complexity of the cases. Data collection of this exploratory research was conducted utilizing a multi-faceted approach that included online surveys, semi-structured interviews, on-site observations through Gemba Walks. RESULTS: A pivotal discovery arises from the validation of the four phases of the change curve. Irrespective of disparate project contexts, individuals manifest akin responses within their respective phases of the change curve, amenable to effective facilitation through judicious interventions. These interventions, derived and systematized from empirical case studies for the first time, underscore their potential utility in guiding individuals through the change process. CONCLUSIONS: The validation of the four phases and their pragmatic utility warrant further exploration in subsequent scholarly inquiries, aiming to ascertain their robustness across diverse organizational contexts.

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重新审视变革曲线：严格审查和三个案例研究促使重新评估一个永恒的概念

背景：所谓 "变化曲线 "的模型有很多，但关于其经验证明、实际执行和普遍适用性的学术研究却很少。目的：本研究对变革曲线进行了探讨，旨在研究变革曲线的各个阶段是否以及如何在商业环境中体现出来，从而评估其相关性，这是一种新颖的方法。方法：采用定性与定量相结合的混合方法进行归纳和解释性分析，重点在于探索和理解案例的复杂性。这项探索性研究的数据收集采用了多方面的方法，包括在线调查、半结构式访谈、通过 "Gemba Walks "进行现场观察。结果：通过对变革曲线四个阶段的验证，我们发现了一个关键问题。无论项目背景如何不同，个人在变革曲线的各个阶段都会表现出相似的反应，可以通过明智的干预措施进行有效促进。这些干预措施是首次从实证案例研究中得出并系统化的，强调了它们在指导个人完成变革过程中的潜在作用。结论：这四个阶段的有效性及其实用性值得在后续的学术研究中进一步探索，以确定它们在不同组织环境中的稳健性。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Human systems management MANAGEMENT-

CiteScore

3.50

自引率

30.40%

发文量

期刊介绍： Human Systems Management (HSM) is an interdisciplinary, international, refereed journal, offering applicable, scientific insight into reinventing business, civil-society and government organizations, through the sustainable development of high-technology processes and structures. Adhering to the highest civic, ethical and moral ideals, the journal promotes the emerging anthropocentric-sociocentric paradigm of societal human systems, rather than the pervasively mechanistic and organismic or medieval corporatism views of humankind’s recent past. Intentionality and scope Their management autonomy, capability, culture, mastery, processes, purposefulness, skills, structure and technology often determine which human organizations truly are societal systems, while others are not. HSM seeks to help transform human organizations into true societal systems, free of bureaucratic ills, along two essential, inseparable, yet complementary aspects of modern management: a) the management of societal human systems: the mastery, science and technology of management, including self management, striving for strategic, business and functional effectiveness, efficiency and productivity, through high quality and high technology, i.e., the capabilities and competences that only truly societal human systems create and use, and b) the societal human systems management: the enabling of human beings to form creative teams, communities and societies through autonomy, mastery and purposefulness, on both a personal and a collegial level, while catalyzing people’s creative, inventive and innovative potential, as people participate in corporate-, business- and functional-level decisions. Appreciably large is the gulf between the innovative ideas that world-class societal human systems create and use, and what some conventional business journals offer. The latter often pertain to already refuted practices, while outmoded business-school curricula reinforce this problematic situation.