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Facilitating Transformational Change Nutt, P. & Backoff, R., 1997, Facilitating transformational change, Journal of Applied Behavioral Science, V. 33, p. 490.

Brief Report by Tracy E. Russo 2011

I was looking for articles on risk. I found a position/descriptive paper sharing a process for not only working through the tensions and barriers created by risking change, but also framing how to proactively make it happen.

Just do it!

“Radical change stems from a vision”

Comprehensive vision = Comprehensive change

Incorporates more levels of stakeholders Incorporates key insiders

Leader creates vision

A vision provides a way for stakeholders to enter into a “possibility space…” (Block, 1991)

Problems are our friends (When framed as tensions) Equity – equity









Techniques such as cognitive mapping can be used to capture the relationships among issue tensions seen by a development team (Eden & Radford, 1990; Nutt & Backoff, 1992; Warfield, 1990; Weick, 1979). Focus on interests—this separates stakeholders from positions and problems. Look for a win-win action—by starting with a lose-lose.

Build your scaffolding. Job Stress Decreases

Job Stress Decreases

Win Win- Invest in human capital with training that empowers people to make process improvements.

Compromise: Reduce job demands for a pay cut Cost cutting Increases

Cost cutting decreases

Job Stress Increases Lose Loseincrease stress and lower productivity

Example from Ford

Job stress increases

Moving from the reason (Why)to the action (How)

Brief Report: Facilitating Transformational Change by Nutt & Backoff (1997)  
Brief Report: Facilitating Transformational Change by Nutt & Backoff (1997)  

Organizational Change, Vision, Change Management, A presentation for a 5 minute research article report.