Organizational and individual change: a case study

Abstract

Purpose

This article aims to focus on a program that was designed to support a major international specialist publisher during a global organizational change program and to support individuals with their personal transitions.

Design/methodology/approach

The program derived from a decision to fully embrace the possibilities of electronic publishing and workflow systems. The identification of live cases for change enabled complete workplace teams and units to develop skills and understanding in implementing and experiencing change in parallel with the introduction of new practices. After initial piloting in two business units, a program model emerged comprising two levels of workshops (Leading and implementing change and Experiencing change) and pre‐event and post‐event webinars with follow‐through activity including 1:1 and team coaching. Flexibility was retained to be adaptable to the specific requirements of each business unit and case for change.

Findings

The implementation of new working practices and procedures at senior levels was greatly aided by an overall approach based on the active inclusion of all levels of staff. The incorporation of workshops on experiencing change provided models to explain the process and coping strategies that minimized the less agreeable emotional elements of change while enhancing the successful transition to a new working reality.

Practical implications

The context of the organization extended the impact of the change program beyond direct employees – a large external pool of authors, contributors and editors would be affected by process transformation. In addition to supporting the global change program, the approach taken in the cases for change has provided those involved with both theoretical and practical understanding of the psychological impact of individual transitions as well as the organizational challenges of change management.

Originality/value

The article shows that the “hands on” understanding enabled the program to actively involve and consult with those beyond the organization's wall and implement changes while remaining mindful of impact on individuals.

Citation

Franckeiss, A. (2012), "Organizational and individual change: a case study", Strategic HR Review, Vol. 11 No. 5, pp. 278-282. https://doi.org/10.1108/14754391211248693