Abstract
Evidence-Based Change Management is the science-informed practice of managing planned organizational change. It reflects two key principles: 1) Planned change is more likely to succeed when using science-informed practices, and 2) Regular use of four sources of evidence (scientific, organizational, stakeholder, and practitioner experience) improve the quality of change-related decisions. We describe two sets of science-informed practices: 1) Ongoing Actions used throughout the change process (e.g., goal setting, vision communication, and feedback/redesign) and 2) Phased Actions each timed to a specific change phase (e.g., early diagnosis or late-stage institutionalization).
| Original language | English |
|---|---|
| Article number | 100899 |
| Pages (from-to) | 1-13 |
| Number of pages | 13 |
| Journal | Organizational Dynamics |
| Volume | 51 |
| Issue number | 3 |
| Early online date | 12 Mar 2022 |
| DOIs | |
| Publication status | Published - Sept 2022 |
Bibliographical note
Funding Information:☆ We thank David Lassman for help at all stages of this article as well as two helpful reviewers, and Rosemarie Lang and Cornell Vernooij for creating its graphics. Rousseau was supported in this work by a H.J Heinz II Professorship.
Publisher Copyright:
© 2021 The Authors
Funding
☆ We thank David Lassman for help at all stages of this article as well as two helpful reviewers, and Rosemarie Lang and Cornell Vernooij for creating its graphics. Rousseau was supported in this work by a H.J Heinz II Professorship.