Administration & Society

 

Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

Click here for free access to the SAGE eReference platform!

Sign In to gain access to subscriptions and/or personal tools.
This Article
Right arrow Full Text (PDF)
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via HighWire
Right arrow Citing Articles via Google Scholar
Google Scholar
Right arrow Articles by de Vries, M. F. R. K.
Right arrow Articles by Balazs, K.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati  
What's this?
Administration & Society, Vol. 30, No. 6, 640-675 (1999)
DOI: 10.1177/00953999922019030

Transforming the Mind-Set of the Organization

A Clinical Perspective

Manfred F. R. Kets de Vries

INSEAD, France

Katharina Balazs

INSEAD, France

In this article the processes of individual and organizational change—their characteristics and dynamics—are explored, and resemblances between personal and organizational change are highlighted using a clinical orientation. Factors such as a period of distress, a crystallization of discontent, a focal event, and a public declaration of intent are shown to play a role in both individual and organizational change. The process of working through the loss associated with change—a process that is made up of a number of predictable stages: shock, disbelief, discarding, and realization—is outlined. Social support, locus of control, and hardiness are introduced as factors facilitating the change process. Finally, a case study showcasing a company that experienced a dramatic transformation is presented to highlight some of the critical change variables and to show how top management can use many of the levers that make for a successful transformation and change program.


Add to CiteULike CiteULike   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati    What's this?


This article has been cited by other articles:


Home page
 Administration & SocietyHome page
R. T. Golembiewski
Some Limitations of One "Clinical Approach"
Administration Society, May 1, 1999; 31(2): 262 - 274.
[PDF]

Home page
 Administration & SocietyHome page
M. F. R. K. de Vries and K. Balazs
Creating the "Authentizotic" Organization: Corporate Transformation and its Vicissitudes--A Rejoinder
Administration Society, May 1, 1999; 31(2): 275 - 294.
[Abstract] [PDF]