000			03474nam a2200241 4500
005			20251203165038.0
008			241206b |||||||| |||| 00| 0 eng d
020			_a9781138552081
041			_aeng
082			_a658.406 _bHavS
100			_aHave, Steven ten
245			_aThe Social Psychology of Change Management : _bTheories and an Evidence-Based Perspective on Social and Organizational Beings / _cSteven ten Have and John Rijsman
260			_aNew York : _bRoutledge, _c©2019.
300			_axiii, 303p.
440			_aRoutledge Studies in Organizational Change & Development
505			_aList of Tables and Figures Foreword Social Psychology and Change Management Model and Methodology Belonging, Organizational Behavior and Change Understanding, Organizational Behavior and Change Controlling, Organizational Behavior and Change Trusting, Organizational Behavior and Change Self-enhancing, Organizational Behavior and Change Towards a Social Psychology of Change Management Appendix A: Overview of Authors and Researchers Appendix B: Examples of Matrix for each Core Social Motive Appendix C: Bibliography Index
520			_aChanges are rarely accomplished by individuals. People are social animals and changes are social processes which have to be organized. Social psychology is essential for the effectiveness and development of the field of change management. It is necessary to understand people in change processes. Social psychology also teaches us that meaning is key during change and intervention. Social psychology makes change management comprehensible to people and allows them to consider their actions in groups and the organization on their merits. They may seem obvious and self-evident, but practice and science, as well as the popular change management literature, show that it is not. Drawing on the field of social psychology and based on primary research, The Social Psychology of Change Management presents more than forty social psychological theories and concepts that are relevant for the field of change management. The theories and concepts are analyzed and categorized following Fiske’s five core social motives; belonging, understanding, controlling, enhancing self, and trusting. Each theory will have an introduction in which its assumptions and relevance is explained. By studying the scientific evidence, including meta-analytic evidence, the book provides practitioners, students and academics in the field of change management, organizational behaviour and business strategy the most relevant social psychological ideas and best available evidence, thereby further unleashing the potential of social psychology in order to feed the field of change management. By categorizing and integrating the relevant theories and concepts, change management is enriched and restructured in a prudent, positive and practical way. The overarching goal, however, inspired by the ideas and perspective of leading thinkers like Kurt Lewin, James Q. Wilson and Susan T. Fiske, is to make the world a better place. Social psychologists (being social scientists) study practical social issues, in our case issues related to change management, and application to real-world problems is a key goal. Therefore, this book goes beyond the domain of organizational sciences.
650			_aManagement
650			_aManaging Change
650			_aExecutive
700			_aRijsman, John
942			_cBK
999			_c6664 _d6664