Organisational Change - PAPERS
, TABLE OF CONTENT
Theme 1: change agent 3
#1 De Caluwe and Vermaak, 2002 3
#2 Ford et al., 2008 8
Theme 2: employee level 9
#3 Van Dam, 2018 9
#4 Petrou et al., 2018 11
Theme 3: leader level 13
#5 Oreg and Berson, 2019 13
#6 Hagl et al., 2023 16
Theme 4: organisational level 24
#7 Romanelli and Tushman, 1994 24
#8 Brown and Eisenhardt, 1997 26
Theme 5: team level 28
#9 Mortensen and Haas, 2018 28
#10 Junker et al., 2022 30
Theme 6: multilevel dynamics 32
#11 Hong et al., 2023 32
#12 Zacher et al., 2023 34
,Theme 1: change agent
#1 De Caluwe and Vermaak, 2002
The Change Agent
● The quality of presence and competence of a change agent are crucial for effecting
change, possibly more so than any intervention plan .
● Change agents can be internal managers, staff members, or external consultants,
with Zaltman and Duncan suggesting that the ideal team consists of people from both
sides .
● The behavior of a change agent depends on the situation, with effective behavior
varying according to the specific context .
Roles and Styles
● Change agent roles include expert/teacher roles, facilitating roles, roles aimed at
assisting personal growth, catalytic agent roles, and programmatic roles .
● Westra and Van de Vliert identified four ways change agents act, correlating values
like independence and courage with interventions aimed at personal or behavioral
development .
● Quinn's model distinguishes roles by control/flexibility and internal/external focus,
relating them to normative models and the change agent's belief system .
Roles
● Table 8.1 outlines various roles such as Expert, Catalytic agent, Process consultant,
Teacher, and Therapist with descriptions based on different authors .
● The Expert role provides direct solutions, while the Catalytic agent outlines and
stimulates change .
● The Process consultant facilitates communication, while the Teacher establishes
authority through knowledge transfer .
Styles and Values
● Figure 8.1 illustrates the relationship between styles and values according to Westra
and van de Vliert .
● Figure 8.2 presents a competing values framework of leadership roles .
Intention
● A change agent's intention is closely connected to their values, "color" strategy, and
role .
● Awareness of available strategies helps change agents recognize their professional
limits, fostering collaboration and trust .
● It takes courage to admit to not knowing all the answers which provides space for
other people’s imperfections and it often enhances trust and establishes rapport .
, Intention, Role, and Focus of the Change Agent
● Table 8.2 links intention, role/style, and focus of the change agent based on different
"color" strategies .
● Blue Print focuses on expertise and results by changing hard aspects of the
organization. Yellow Print focuses on positions and context by changing opinions and
policies .
Intention, Role, and Focus of the Change Agent (Continued)
● Green Print focuses on setting and communication by helping people develop. Red
Print focuses on procedures and atmosphere by changing a soft aspect of the
organization .
● White Print focuses on patterns and persons and creates space for change .
● A color test for change agents is included in Appendix 2 to help assess both your
thoughts and your actions as a change agent .
Competencies for the Change Agent
● Table 8.3 lists core and advanced skills for the future OD practitioner, including
general consultation skills, intrapersonal skills, and interpersonal skills .
● It also covers organization behavior/organization development knowledge and
intervention skills, research and evaluation knowledge and skills/research design,
and presentation skills .
● Experience as a line manager/major management knowledge areas and collateral
knowledge areas are also included .
Competencies for Change Agents
● Table 8.3 lists competencies for change agents, including personal characteristics,
special skills, and specific experiences .
● Specific knowledge includes basic psychology, basic business economics, and
system theory/chaos theory .
Competencies of the Change Agent by Color
● Table 8.4 outlines specific competencies for each color print (Blue and Yellow),
focusing on knowledge, skills, and attitude .
● Blue Print emphasizes expertise, project management, and analytical thinking. Yellow
Print emphasizes strategy and policy theories, external trends, and conflict mediation
.
Competencies of the Change Agent by Color (Continued)
● Table 8.4 continues outlining specific competencies for Green and Red Prints,
focusing on knowledge, skills, and attitude .
● Green Print emphasizes learning theories, creating a safe environment, and
coaching. Red Print emphasizes management science, HRM methods, and
communication planning .
, TABLE OF CONTENT
Theme 1: change agent 3
#1 De Caluwe and Vermaak, 2002 3
#2 Ford et al., 2008 8
Theme 2: employee level 9
#3 Van Dam, 2018 9
#4 Petrou et al., 2018 11
Theme 3: leader level 13
#5 Oreg and Berson, 2019 13
#6 Hagl et al., 2023 16
Theme 4: organisational level 24
#7 Romanelli and Tushman, 1994 24
#8 Brown and Eisenhardt, 1997 26
Theme 5: team level 28
#9 Mortensen and Haas, 2018 28
#10 Junker et al., 2022 30
Theme 6: multilevel dynamics 32
#11 Hong et al., 2023 32
#12 Zacher et al., 2023 34
,Theme 1: change agent
#1 De Caluwe and Vermaak, 2002
The Change Agent
● The quality of presence and competence of a change agent are crucial for effecting
change, possibly more so than any intervention plan .
● Change agents can be internal managers, staff members, or external consultants,
with Zaltman and Duncan suggesting that the ideal team consists of people from both
sides .
● The behavior of a change agent depends on the situation, with effective behavior
varying according to the specific context .
Roles and Styles
● Change agent roles include expert/teacher roles, facilitating roles, roles aimed at
assisting personal growth, catalytic agent roles, and programmatic roles .
● Westra and Van de Vliert identified four ways change agents act, correlating values
like independence and courage with interventions aimed at personal or behavioral
development .
● Quinn's model distinguishes roles by control/flexibility and internal/external focus,
relating them to normative models and the change agent's belief system .
Roles
● Table 8.1 outlines various roles such as Expert, Catalytic agent, Process consultant,
Teacher, and Therapist with descriptions based on different authors .
● The Expert role provides direct solutions, while the Catalytic agent outlines and
stimulates change .
● The Process consultant facilitates communication, while the Teacher establishes
authority through knowledge transfer .
Styles and Values
● Figure 8.1 illustrates the relationship between styles and values according to Westra
and van de Vliert .
● Figure 8.2 presents a competing values framework of leadership roles .
Intention
● A change agent's intention is closely connected to their values, "color" strategy, and
role .
● Awareness of available strategies helps change agents recognize their professional
limits, fostering collaboration and trust .
● It takes courage to admit to not knowing all the answers which provides space for
other people’s imperfections and it often enhances trust and establishes rapport .
, Intention, Role, and Focus of the Change Agent
● Table 8.2 links intention, role/style, and focus of the change agent based on different
"color" strategies .
● Blue Print focuses on expertise and results by changing hard aspects of the
organization. Yellow Print focuses on positions and context by changing opinions and
policies .
Intention, Role, and Focus of the Change Agent (Continued)
● Green Print focuses on setting and communication by helping people develop. Red
Print focuses on procedures and atmosphere by changing a soft aspect of the
organization .
● White Print focuses on patterns and persons and creates space for change .
● A color test for change agents is included in Appendix 2 to help assess both your
thoughts and your actions as a change agent .
Competencies for the Change Agent
● Table 8.3 lists core and advanced skills for the future OD practitioner, including
general consultation skills, intrapersonal skills, and interpersonal skills .
● It also covers organization behavior/organization development knowledge and
intervention skills, research and evaluation knowledge and skills/research design,
and presentation skills .
● Experience as a line manager/major management knowledge areas and collateral
knowledge areas are also included .
Competencies for Change Agents
● Table 8.3 lists competencies for change agents, including personal characteristics,
special skills, and specific experiences .
● Specific knowledge includes basic psychology, basic business economics, and
system theory/chaos theory .
Competencies of the Change Agent by Color
● Table 8.4 outlines specific competencies for each color print (Blue and Yellow),
focusing on knowledge, skills, and attitude .
● Blue Print emphasizes expertise, project management, and analytical thinking. Yellow
Print emphasizes strategy and policy theories, external trends, and conflict mediation
.
Competencies of the Change Agent by Color (Continued)
● Table 8.4 continues outlining specific competencies for Green and Red Prints,
focusing on knowledge, skills, and attitude .
● Green Print emphasizes learning theories, creating a safe environment, and
coaching. Red Print emphasizes management science, HRM methods, and
communication planning .
