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.
| Identifer | oai:union.ndltd.org:bl.uk/oai:ethos.bl.uk:380228 |
| Date | January 1981 |
| Creators | Brewer, Richard W. |
| Publisher | University of Bath |
| Source Sets | Ethos UK |
| Detected Language | English |
| Type | Electronic Thesis or Dissertation |
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