未雨绸缪：变革前非正式信息对员工变革抵制意愿的影响

组织变革前总会有小道消息等非正式信息传播, 这些信息是员工提前了解变革的重要来源。研究探索变革前非正式信息对员工变革前抵制意愿的影响, 以及员工变革抵制意愿随时间推移的变化。基于255位样本数据的结构方程模型及多层次线性增长模型分析表明：(1)变革前非正式信息的消极性及不完整性, 显著负向影响员工变革认知, 进而使员工变革抵制意愿上升; (2)随着时间推移, 员工变革抵制意愿显著衰减, 即从变革前到变革发生时抵制意愿显著降低。研究揭示了变革前非正式信息对员工有“热身准备”的作用, 能够帮助员工提前适应, 从而更好地应对变革。研究结果有助于变革的顺利实施。     

Why Don't Continents Move? Why Don't People Change?

People don't change because they can't, don't want to, don't know how, or don't know what to change. The transtheoretical model provides an integ-rative model for understanding reasons for not changing, as well as readiness to change. Stages and levels of change guide therapists in their work in helping clients change. Clients in the precontemplative stage typically cannot change without special help. Those in the contemplation stage are not sure they want to change. Those in the preparation stage are afraid they do not know how to successfully change. The levels of change help guide therapists and clients on what to change.     

Rethinking Change in Counseling

The idea of change is one of the most fundamental concepts underlying practice in counseling and guidance. Yet the complexity of change, as it applies to people, is seldom examined in detail by the counseling practitioner. The author discusses the concept of change through its definition and looks at different forms of change, different change tempos, and the value of change for people. He concludes with a change position that attempts to identify the counselor not only as a change agent but also as a preservationist.     

多通道变化盲:理论、方法与进展

人们在特定条件下通常难以探测到事物的变化,这种现象发生在视、听、触感觉通道分别称为变化盲视、变话盲听和变化盲触。文章主要对以下四个方面进行详细的探讨:变化盲视及视觉表征理论、变化盲听及听觉信息加工机制、变化盲触及体表空间表征、多通道变化盲及空间注意和空间表征跨通道一致性本质。此外,文章还对多通道变化盲的理论深度和拓展方向及相关应用研究进行了展望。     

Perceptions of organizational change: a stress and coping perspective

Few organizational change studies identify the aspects of change that are salient to individuals and that influence well-being. The authors identified three distinct change characteristics: the frequency, impact and planning of change. R. S. Lazarus and S. Folkman's (1984) cognitive phenomenological model of stress and coping was used to propose ways that these change characteristics influence individuals' appraisal of the uncertainty associated with change, and, ultimately, job satisfaction and turnover intentions. Results of a repeated cross-sectional study that collected individuals' perceptions of change one month prior to employee attitudes in consecutive years indicated that while the three change perceptions were moderately to strongly intercorrelated, the change perceptions displayed differential relationships with outcomes. Discussion focuses on the importance of systematically considering individuals' subjective experience of change.     

Validation of the URICA-S in Group Therapy: Associations of Stages of Change with Therapeutic Factors and Treatment Outcome

Stages of change could be driving forces to activate the realization of therapeutic factors and symptom change. Consequently, the aims of the present study were to investigate whether the stages of change concept is valid in group therapy settings shown by factor analysis, internal consistencies, and criterion validity. A total of 377 patients completed measures of stages of change, symptom change, and therapeutic factors. A confirmatory factor analysis replicated the stages of change factors for group therapy. Related to the criterion validity, stages of change demonstrated only low, non-significant associations with symptom change, but some stages of change were significant predictors of certain therapeutic factors. Further research is needed to explore whether a stronger focus on motivational stages of change could help to intensify the realization of therapeutic factors in group therapy.     

An Exploratory Study of Perceived Career Change and Job Attitudes Among Job Changers

The study examined the effects of job change characteristics on perceived career change and attitudes toward the new job. The job change characteristics examined were content of change, magnitude of change, direction of change, volitionality of job choice, and duration of the unemployment period between the two jobs. The subjects were 222 university educated men and women. It was found that perceived career change was firmly related to job change characteristics reflecting both "internal" and "external" career perspectives. After controlling for the direction of change, the magnitude of change had a negative impact on satisfaction with the new job, while the volitionality of job choice and the duration of unemployment were positively associated with job satisfaction. Contrary to expectation, the volitionality of job choice and the duration of unemployment did not increase the commitment to continue in the new job.     

INTERPRETING THE MEASUREMENT OF CHANGE IN ORGANIZATIONAL RESEARCH1

Numerous advances have been made in the last two decades in the measurement as well as in the conceptualization of change. Golembiewski, Billingsley, and Yeager (1976) conceptualized change as: (1) gamma change—subjects change their understanding of the variable being measured; (2) beta change—subjects recalibrate the measurement scale; and, (3) alpha change—change detected with a consistent measurement scale (i.e., no beta change) and for which gamma change has been ruled out. The present research examined these types of change by administering the Survey of Organizations questionnaire to a sample of military trainers at Time₁ (N₁, = 222) and Time₂ (N₂= 242) with no intervention. This design may be referred to as two premeasures of an abbreviated time series design. The results are discussed within the context of the alpha, beta, gamma change typology. After ruling out gamma change, the results revealed that alpha and beta change could be distinguished from each other and that beta change had been measured. The potential causes of the detected beta change (i.e., the rival hypotheses affecting internal validity) are analyzed. The implications of these results are discussed for the present research as well as for other empirical investigations of organizational change.     

组织变革前非正式信息的作用机制

非正式信息是变革前信息沟通的重要组成部分, 对变革决策和执行有潜在的影响。围绕组织变革前非正式信息开展以下研究：(1)探究组织变革前非正式信息的内涵和结构; (2)基于心理因应和认知重构机制, 探索员工获取非正式信息之后, 其变革认知和情感的动态调整过程; (3)研究潜在的组织变革决策→非正式信息反馈→再决策过程, 即变革领导者通过获得员工变革认知和情感的反馈, 进行渐进决策优化的过程。研究结果能丰富变革沟通理论和指导我国变革实践。     

Basic Infobase Change

Generalisations of theory change involving arbitrary sets of wffs instead of belief sets have become known as base change. In one view, a base should be thought of as providing more structure to its generated belief set, and can be used to determine the theory change operation associated with a base change operation. In this paper we extend a proposal along these lines by Meyer et al. We take an infobase as a finite sequence of wffs, with each element in the sequence being seen as an independently obtained bit of information, and define appropriate infobase change operations. The associated theory change operations satisfy the AGM postulates for theory change. Since an infobase change operation produces a new infobase, it allows for iterated infobase change. We measure iterated infobase change against the postulates proposed by Darwiche et al. and Lehmann.     

Implicit processing of tactile information: evidence from the tactile change detection paradigm

People can maintain accurate representations of visual changes without necessarily being aware of them. Here, we investigate whether a similar phenomenon (implicit change detection) also exists in touch. In Experiments 1 and 2, participants detected the presence of a change between two consecutively-presented tactile displays. Tactile change blindness was observed, with participants failing to report the presence of tactile change. Critically, however, when participants had to make a forced choice response regarding the number of stimuli presented in the two displays, their performance was significantly better than chance (i.e., implicit change detection was observed). Experiment 3 demonstrated that tactile change detection does not necessarily involve a shift of spatial attention toward the location of change, regardless of whether the change is explicitly detected. We conclude that tactile change detection likely results from comparing representations of the two displays, rather than by directing spatial attention to the location of the change.     

The effects of transformational and change leadership on employees' commitment to a change: a multilevel study

The effects of transformational leadership on the outcomes of specific change initiatives are not well understood. Conversely, organizational change studies have examined leader behaviors during specific change implementations yet have failed to link these to broader leadership theories. In this study, the authors investigate the relationship between transformational and change leadership and followers' commitment to a particular change initiative as a function of the personal impact of the changes. Transformational leadership was found to be more strongly related to followers' change commitment than change-specific leadership practices, especially when the change had significant personal impact. For leaders who were not viewed as transformational, good change-management practices were found to be associated with higher levels of change commitment.     

Organizational Justice,Change Anxiety,and Acceptance of Downsizing: Preliminary Tests of an AET-Based Model

This study tested an AET-based model that integrates cognitions (justice perceptions) and emotions (change anxiety) to explain the effects of change program characteristics on employees' acceptance of downsizing and other work attitudes. Seventy-one employees from an organization that was undergoing downsizing participated in the study. Path analyses and a Q index of .992 offered preliminary support for the proposed model by showing that procedural justice and change anxiety explained the effects of change management procedures on acceptance of downsizing, while interactional justice and change anxiety explained the effects of the quality of change communications on trust in the change managers. Although distributive justice did not have the predicted direct effect on employee morale, it helped explain the effects of procedures on acceptance of change and morale by helping reduce anxiety about the change. Together, these findings support the utility of an AET-based framework in helping understand employee responses to downsizing.     

Review of Issues About Classical Change Scores: A Multilevel Modeling Perspective on Some Enduring Beliefs

Change scores obtained in pretest–posttest designs are important for evaluating treatment effectiveness and for assessing change of individual test scores in psychological research. However, over the years the use of change scores has raised much controversy. In this article, from a multilevel perspective, we provide a structured treatise on several persistent negative beliefs about change scores and show that these beliefs originated from the confounding of the effects of within-person change on change-score reliability and between-person change differences. We argue that psychometric properties of change scores, such as reliability and measurement precision, should be treated at suitable levels within a multilevel framework. We show that, if examined at the suitable levels with such a framework, the negative beliefs about change scores can be renounced convincingly. Finally, we summarize the conclusions about change scores to dispel the myths and to promote the potential and practical usefulness of change scores.     

The relationship between organizational trust,resistance to change and adaptive and proactive employees' agility in an unplanned and planned change context

Modern organizations need to adapt quickly to on-going changes. The present study sought to examine employees' agility during periods of sudden, unplanned, and during periods of planned change. It was investigated to what extent one's trust in the organization and resistance to change could predict proactive agility and adaptive agility. Data came from employees (N = 188) in two different organizations, one undergoing an unplanned change and one undergoing a planned change. In both contexts, organizational trust had a negative relationship with resistance to change. In an unplanned change context (organization one), trust of employees in the organization had a positive effect on the adaptive component of agility through the (negative) mediation by affective resistance to change. In this context, trust did not have any (mediated) effect on the proactive component of agility. In contrast, in a planned change context (organization two), trust had a positive effect on the proactive component of agility, partially through the (negative) mediation by resistance to change. In this context, trust also had a positive effect on the adaptive component of agility, partially through the (negative) mediation by resistance to change. These results imply that trust works in different ways depending on the type of change. More trust through less resistance implies better adaptation during unplanned organizational change. More trust works directly and partially through less resistance to change to enhance employee proactivity and adaptability during planned change.     

Microgenetic patterns of adaptation on the Stroop task by patients with bronchial asthma and duodenal peptic ulcer

Microgenetic patterns of adaptation on the Stroop task were assessed by means of the Serial Color-Word Test given 21 patients with bronchial asthma and 20 with duodenal peptic ulcer, who were compared with 41 normal controls matched for sex, age, and education. Two measures were calculated on each of the five trials of the test, one of linear change and one of nonlinear change in reading times. As predicted, patients presented more frequently patterns characterized by high nonlinear change and less frequently stabilized patterns (low linear and nonlinear change of reading speed). Linear and nonlinear change were then calculated on the five linear change scores and the five nonlinear change scores; again patients presented more frequently patterns characterized by high nonlinear change on both the linear change scores and nonlinear change scores and less frequently stabilized patterns. These findings indicate strong similarities between the adaptation patterns of patients with ulcer and asthma and the microgenetic patterns previously known to characterize neurotic and psychotic patients. Furthermore, scores on the Serial Color-Word Test also differentiated between ulcer and asthma groups.     

Ambivalence toward imposed change: the conflict between dispositional resistance to change and the orientation toward the change agent

Following an analysis of the concept of "imposed change," we propose 2 factors that jointly contribute to an individual's experience of ambivalence to imposed change. In a secondary analysis of data (N = 172) and 2 field studies (N = 104, N = 89), we showed that individuals' personal orientation toward change interacts with their orientation toward the change agent and yields ambivalence. Specifically, among employees with a positive orientation toward the change agent (i.e., high trust in management, identification with the organization), the relationship between employees' dispositional resistance to change and ambivalence was positive. The opposite pattern emerged among employees with a negative orientation toward the change agent (Studies 2 and 3). Our findings suggest that researchers may have been misinterpreting employees' reactions to change, neglecting the possibility that some may simultaneously hold strong, yet conflicting, views about the change. By accounting for, and predicting, ambivalence, these studies provide a more accurate explanation of employees' responses to change.     

Goals and plans for Big Five personality trait change in young adults

Four studies were conducted on young adults’ goals and plans to change personality traits. In Study 1, a new trait change goal assessment tool, the BF-TGI, found Neuroticism to be the most frequently cited trait for a change goal. In Study 2, data was gathered from the UK, Iran and China. Iran showed a higher prevalence of normative change goals than the UK and China. Study 3 investigated plans to change traits. Extraversion and Conscientiousness plans were more specific than for the other traits. Study 4 investigated whether goals and plans to change predict change over 12 months, and found that goals and plans to change Conscientiousness and Neuroticism predicted change in the opposite direction to the goal.     

Time for Change

Metaphysical theories of change incorporate substantive commitments to theories of persistence. The two most prominent classes of such theories are endurantism and perdurantism. Defenders of endurancestyle accounts of change, such as Klein, Hinchliff, and Oderberg, do so through appeal to a priori intuitions about change. We argue that this methodology is understandable but mistaken—an adequate metaphysics of change must accommodate all experiences of change, not merely intuitions about a limited variety of cases. Once we examine additional experiences of change, particularly those in (special) relativistic circumstances, it becomes clear that only a perdurance account of change is adequate.