Towards a theory of counterchange: A study from a management perspective of organisational change and the role of the internal change agent.

Abstract

This thesis is based on the grounded experience of an internal change agent attempting change initiatives in two organistions over a period of five years. The practical reality of what happened is narrated in a number of sequential and comparative case studies which detail how the process of change evolved, what happened and the role of the internal change agent, A feature of the experience has been how the change initiatives were deflected, slowed, curtailed and thwarted. From what happened a Theory of Counterchange has been formulated. This derives from twelve propositions grounded in the experience. Counterchange is a dynamic process which focuses on the individual affected by a change initiative. It can evolve where there is a discrepancy between a person's goals, values and self-interests and how that person defines and attaches meaning to a particular situation.

Date of Award	1981
Original language	English
Awarding Institution	University of Bath