Change fatigue
Organizational change fatigue or change fatigue is a general sense of apathy or passive resignation towards organizational changes by individuals or teams, said to arise when too much change takes place,[1] or when a significant change follows immediately on an earlier change.[2] When change fatique arises, organizational change efforts can become unfocused, uninspired and unsuccessful, and individuals involved in change experience burn-out and become frustrated.[3]
Avoidance[edit]
Various business writers have identified ways of avoiding change fatigue including reductions in the number of organisational change initiatives, making change happen on a smaller scale and countering "the notion that you need heroic leaders in order to have meaningful, sustained change."[2] Development of resilience and resourcefulness among those affected by change have been seen as beneficial considerations.[4]
See also[edit]
- Ambidextrous organization
- Change management
- Collaboration
- Group dynamics
- Industrial and organizational psychology
- Managing change
- Organizational communication
- Organizational climate
- Organizational culture
- Organizational diagnostics
- Organizational engineering
- Organizational learning
- Organizational performance
- Performance improvement
- Team building
- Team composition
References[edit]
- ^ Turner, Dawn-Marie. "Change Fatigue: Is Your Organization Too Tired to Change?". thinktransition.com. Retrieved 24 April 2014.
- ^ a b Morgan, N., Do You Have Change Fatigue?, Harvard Business School, "Working Knowledge" series, published 9/10/2001, accessed 24 June 2023
- ^ Perlman, K., Change Fatigue: Taking Its Toll on Your Employees?, published 15 September 2011, accessed 28 April 2023
- ^ Gill, A., Overcome change fatigue by promoting resilience and resourcefulness, published 22 November 2011, accessed 24 June 2023
Further reading[edit]
- Argyris, C.; Schon, D. (1978), Organizational Learning: A theory of action perspective, Reading MA: Addison-Wesley, ISBN 0-201-00174-8
- Nonaka, I.; Takeuchi, H. (1995), The Knowledge Creating Company, New York: New York: Oxford University Press, ISBN 0-19-509269-4
- Sullivan, Roland (2010), Practicing Organization Development: A Guide for Leading Change, Jossey Bass, ISBN 978-0-470-40544-4
- Turner, Dawn-Marie (2015), Launch Lead Live: The executive's guide to preventing resistance and succeeding with organizational change, published by Your Nickel’s Worth Publishing