An overview of intentional change from a complexity perspective

Purpose – Change, and in particular intentional or desired change, has not been understood nor systematically studied. By applying concepts from complexity theory to intentional change theory, the purpose of this paper is to provide a new level of insight into why and how sustainable desired change can occur at all levels of human/social interaction, from individual to teams to organizations to communities, countries and the globe.Design/methodology/approach – Using research from over 30 years of longitudinal studies of individual and organizational change, the concepts are explored and implications proposed.Findings – Sustainable, intentional change is on the whole discontinuous. It occurs through a series of five discoveries or emergence conditions. It is driven by the interplay of the positive and negative emotional attractor. It follows the described process at all fractals of human organization.Research limitations/implications – Extensive empirical research has been done at the individual level, but...

[1]  P. McLeod,et al.  The evolving group: towards a prescriptive theory of intentional group development , 2006 .

[2]  Anita R Howard,et al.  National level intentional change: a story of two countries , 2006 .

[3]  David C. McClelland,et al.  A New Case for the Liberal Arts. Assessing Institutional Goals and Student Development. , 1983 .

[4]  Charles. Morrow,et al.  AN INVESTIGATION OF THE EFFECT AND ECONOMIC UTILITY OF CORPORATE-WIDE TRAINING , 1997 .

[5]  D. Hall.  The Career Is Dead--Long Live the Career. A Relational Approach to Careers. The Jossey-Bass Business & Management Series. , 1996 .

[6]  R. Boyatzis,et al.  Effectiveness of power motivation training in rehabilitating alcoholics. , 1977, Journal of studies on alcohol.

[7]  Scott N. Taylor.  Why the real self is fundamental to intentional change , 2006 .

[8]  Kenneth N. Wexley,et al.  Effectiveness of positive reinforcement and goal setting as methods of management development. , 1975 .

[9]  C. Argyris.  Strategy, change, and defensive routines , 1985 .

[10]  John L. Casti,et al.  Complexification: Explaining a Paradoxical World Through the Science of Surprise , 1994 .

[11]  C G Thornton,et al.  Assessment Center and managerial performance , 1982 .

[12]  Michael J. Burke,et al.  A Cumulative Study of the Effectiveness of Managerial Training , 1986 .

[13]  Gilad Chen,et al.  Examination of relationships among trait-like individual differences, state-like individual differences, and learning performance. , 2000, The Journal of applied psychology.

[14]  Anita R Howard.  Positive and negative emotional attractors and intentional change , 2006 .

[15]  D. Bray,et al.  Managerial Lives in Transition: Advancing Age and Changing Times , 1988 .

[16]  Petrea K. Sandlin,et al.  The Differential Effects of Experiential Learning Activities and Traditional Lecture Classes in Accounting , 1991 .

[17]  G. Latham,et al.  Application of social-learning theory to training supervisors through behavioral modeling. , 1979 .

[18]  John W. Slocum,et al.  Organizational Climate and the Effectiveness of a Human Relations Training Program , 1973 .

[19]  Richard E. Boyatzis,et al.  Goal-setting and Self-directed Behavior Change , 1970 .

[20]  S. Winter,et al.  Self-Directed Change: Two Studies , 1968 .

[21]  Ann H. Karmos,et al.  A New Case For the Liberal Arts David G. Winter, David C. McClelland, & Abigail J. Stewart San Francisco, California: Jossey-Bass, 1981 , 1982 .

[22]  Melvin L. Smith.  Social capital and intentional change , 2006 .

[23]  David C. McClelland,et al.  The Impact of Achievement Motivation Training on Small Businesses , 1979 .

[24]  Timothy T. Baldwin,et al.  TRANSFER OF TRAINING: A REVIEW AND DIRECTIONS FOR FUTURE RESEARCH , 1988 .

[25]  D. Mcclelland,et al.  TOWARD A THEORY OF MOTIVE ACQUISITION. , 1965, The American psychologist.

[26]  Lyle M. Spencer,et al.  Competence at Work: Models for Superior Performance , 1993 .

[27]  R. Boyatzis.  Stimulating Self-Directed Learning Through the Managerial Assessment and Development Course , 1994 .

[28]  R. Boyatzis,et al.  Using tipping points of emotional intelligence and cognitive competencies to predict financial performance of leaders. , 2006, Psicothema.

[29]  Ernest T. Pascarella,et al.  How College Affects Students: Findings and Insights from Twenty Years of Research , 1992 .

[30]  Jr. Russell Noyes,et al.  Anxiety and Its Disorders: The Nature and Treatment of Anxiety and Panic , 1990 .

[31]  D. Goleman.  Emotional Intelligence. New York (Bantam) 1995. , 1995 .

[32]  R. J. Campbell,et al.  Formative years in business: A long-term AT&T study of managerial lives , 1974 .

[33]  D. Young,et al.  Helping Leaders Take Effective Action: A Program Evaluation , 1996 .

[34]  Ernest T. Pascarella,et al.  How college affects students : findings and insights from twenty years of research , 1992 .

[35]  D. Mcclelland,et al.  Motivating economic achievement , 1969 .

[36]  D. Goleman,et al.  The emotionally intelligent workplace : how to select for, measure, and improve emotional intelligence in individuals, groups, and organizations , 2001 .

[37]  Emily D. Heaphy,et al.  The Role of Positivity and Connectivity in the Performance of Business Teams , 2004 .

[38]  R. Boyatzis,et al.  The ideal self as the driver of intentional change , 2006 .

[39]  John H. Holland,et al.  Hidden Order: How Adaptation Builds Complexity , 1995 .

[40]  D. Meadows-Klue.  The Tipping Point: How Little Things Can Make a Big Difference , 2004 .

[41]  Arnold P. Goldstein,et al.  Helping people change: A textbook of methods, 4th ed. , 1991 .

[42]  J. Kotter.  The General Managers , 1982 .

[43]  Ruth Palombo Weiss,et al.  Promoting Emotional Intelligence in Organizations: Making Training in Emotional Intelligence Effective , 2000 .

[44]  Loren R. Dyck,et al.  Working on the positive emotional attractor through training in health care , 2006 .

[45]  D. Goleman.  Working with Emotional Intelligence , 1998 .

[46]  J. Prochaska,et al.  In Search of How People Change: Applications to Addictive Behaviors , 1992, The American psychologist.

[47]  D. Kolb,et al.  Fellowship in Lifelong Learning: an Executive Development Program for Advanced Professionals , 1999 .

[48]  D. Goleman,et al.  Vital Lies, Simple Truths: The Psychology of Self-Deception , 1985 .

[49]  Henry L. Tosi.  A Theory of Goal Setting and Task Performance , 1991 .

[50]  Robert E. Quinn,et al.  Composing The Reflected Best-Self Portrait: Building Pathways For Becoming Extraordinary In Work Organizations , 2005 .

[51]  David H. Barlow,et al.  Anxiety and its disorders : the nature and treatment of anxiety and panic , 1988 .

[52]  D. Kolb.  Experiential Learning: Experience as the Source of Learning and Development , 1983 .

[53]  Mark A. Hubble,et al.  The heart and soul of change: What works in therapy. , 1999 .

[54]  John R. Koza,et al.  Hidden Order: How Adaptation Builds Complexity. , 1995, Artificial Life.

[55]  Arnold P. Goldstein,et al.  Helping People Change: A Textbook of Methods , 1975 .

[56]  N. Schmitt,et al.  THE INFLUENCE OF TRAINEE ATTITUDES ON TRAINING EFFECTIVENESS: TEST OF A MODEL , 1986 .

[57]  P. Pintrich,et al.  The role of intentions in conceptual change learning , 2003 .

[58]  Ellen B. Van Oosten,et al.  Intentional change theory at the organizational level: a case study , 2006 .

[59]  R. Bert.  Resonant Leadership: Renewing Yourself and Connecting with Others through Mindfulness, Hope, and Compassion , 2005 .

[60]  Douglas H. Heath,et al.  A New Case for the Liberal Arts: Assessing Institutional Goals and Student Development , 1982 .

[61]  Mark A. Arvisais.  Primal Leadership: Realizing the Power of Emotional Intelligence , 2003 .

[62]  D. Kolb,et al.  On the Dynamics of the Helping Relationship , 1970 .

[63]  R. Guion.  Review of Managerial Behavior, Performance and Effectiveness. , 1971 .

[64]  R. Boyatzis,et al.  Competencies can be developed, but not in the way we thought , 1996 .