What is it about?
This publication explores how organizations can successfully manage change by focusing on the people within them. Change at work is not just about new systems or processes—it’s deeply personal. When companies go through changes, employees often face uncertainty and emotional challenges. This work highlights that helping people find personal meaning and purpose during these times is essential. When individuals understand how their work connects to their values and goals, they become more motivated and resilient. The publication draws on ideas from well-known thinkers who emphasize the importance of vision, passion, and discipline in personal growth. It shows that when people feel supported in their identity and purpose, they are better able to adapt and contribute positively to change. Leaders play a key role by creating safe spaces where employees can express their feelings, reflect on their experiences, and communicate openly. Another important point is the power of teamwork. How people interact and communicate within teams greatly affects how well the organization handles change. The work discusses ways to improve team dynamics, including encouraging diversity and collaboration. It also mentions innovative tools like wearable devices that can help understand and improve how teams work together. Overall, this publication encourages a people-centered approach to change. Instead of just focusing on strategies and structures, it stresses the need to support individuals emotionally and socially. By doing so, organizations can build a culture of continuous learning and adaptability. This approach not only helps employees feel valued and engaged but also leads to more successful and lasting changes. In short, the key to thriving in times of change is recognizing and nurturing the human side of organizations.
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Why is it important?
This publication is important because it highlights the often-overlooked human side of organizational change, emphasizing that successful transformation depends not just on strategies or systems but on supporting individuals through personal identity shifts and emotional challenges. What makes this work unique and timely is its integration of well-established ideas from thought leaders like Stephen Covey and Viktor Frankl with the latest research on team communication and dynamics. This combination offers a fresh, holistic approach that treats change as a deeply personal journey, empowering employees as active participants rather than passive recipients of change. By focusing on innate human qualities such as vision, conscience, passion, and discipline, the chapter provides practical guidance for leaders to foster motivation, resilience, and collaboration during times of uncertainty. This people-centered perspective is especially relevant today, as organizations face rapid and continuous change in a complex world. The work encourages creating safe environments for emotional expression and identity redefinition, which can lead to stronger commitment and more sustainable change outcomes. Ultimately, this approach can make a significant difference by helping organizations unlock human potential, improve team performance, and build cultures of adaptability and continuous learning. It offers actionable insights that can transform how change is managed, making it more effective and meaningful for everyone involved. This relevance and depth make the publication a valuable resource for leaders and practitioners aiming to navigate the challenges of modern organizational change successfully
Perspectives
As a scholar and practitioner in management, I have long observed that the human dimension of organizational change is frequently underestimated or overlooked. From my perspective, effective leadership in times of transformation requires more than just implementing new strategies or structures—it demands a deep understanding of how change affects individuals at their core, including their identities, values, and sense of purpose. This chapter reflects my conviction that leaders must engage with the personal journeys of their people, recognizing that change is not merely an operational challenge but an emotional and existential one as well. In my experience, leaders who cultivate empathy, foster open communication, and create environments where employees can explore and redefine their roles and identities are better positioned to unlock the full potential of their teams. The integration of insights from thought leaders like Stephen Covey and Viktor Frankl resonates strongly with my belief that vision, conscience, passion, and discipline are not abstract concepts but practical tools that leaders can nurture to empower individuals as active agents of change. Moreover, I see the emphasis on team dynamics and communication as critical. Change is rarely a solo endeavor; it unfolds within social systems. Leaders who invest in understanding and improving how teams interact can significantly enhance adaptability and resilience across the organization. The inclusion of emerging research on wearable technologies to assess team functioning also points to exciting new frontiers for leadership practice. Ultimately, this work embodies my commitment to a people-centered approach to management—one that balances organizational objectives with individual growth and well-being. I believe that by embracing this holistic perspective, leaders can not only navigate change more effectively but also build cultures where continuous learning and transformation become the norm rather than the exception
Prof. Robert M Yawson, PhD
Quinnipiac University
Read the Original
This page is a summary of: Individual Dimensions of Organizational Change: Unleashing Human Potential for Transformation, January 2025, Springer Science + Business Media,
DOI: 10.1007/978-3-031-80422-9_6.
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