Getting people to support change – configuration theory | The OR Briefings

Getting people to support change – configuration theory

Research Briefing

Keywords: Organisational change, change factors, attitude towards change, Perceived Behavioural Control, Subjective Norms, Change-supportive intentions, Planned Behaviour Theory

From an organisational and psychological point of view, understanding why people support or resist change is an essential component of organisational change success. It is assumed that change-supportive actions have a significant element of intention, design and purpose behind them. Indeed, the Theory of Planned Behaviour (TPB) is based on the idea that behaviour, like change-supportive actions, are purposeful.

Change-supportive actions

The idea of change-supportive behaviours or actions is that an employee purposefully intends to “actively participate in, facilitate and contribute to a planned change”. Clearly, a lot of research effort and thinking in organisations has been afforded to working out how to develop Change-supportive behaviours in employees.

 

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