Woiceshyn et al. (2019), Journal of Change Management

Microdynamics of Implementing Planned Change on Organizations’ Front Line

Name: Atlas of the Middle summary and grade: Woiceshyn et al. (2019)
Item: Microdynamics of Implementing Planned Change on Organizations’ Front Line
Rating: 2

Hospital units implemented planned change better or worse depending on day-to-day activities and interactions between unit managers and nursing staff, which set off virtuous or vicious change cycles.

Parts of the Loop it informs

Make sense together, top includedSupports Start it close to the workSupports

Read the original paper

Summary written by Unfrozen from the published abstract, then checked twice against the source. Loop coding is exploratory and provisional until an independent human coder checks it. Spot an error? Email [email protected] and it gets fixed.

Related studies

Alfoldi et al. (2017)At Unilever, regional mandates given to subsidiaries proved ambiguous; several units negotiated what they meant and reshaped their scope over time, with boundary-spanning middle managers doing the most intense sensemaking.Eggers (2016)After IBM's plasma display bet failed, middle-level champions framed the case for LCDs around business issues rather than technology, sidestepping the biases that follow a failure, helped by funding researchers could get from division managers as well as centrally; IBM went on to lead LCDs.Hensmans (2015)In a European merger, executives won fast buy-in by getting trusted old-guard insiders to vouch for the change, at the risk of resentment later.Huy et al. (2014)Over three years of a radical change, middle managers went from supporting their top leaders to mutiny as they reassessed whether those leaders were legitimate, and their emotional reactions fed rising resistance.