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First published June 1993

Creating Readiness for Organizational Change

Abstract

The purpose of this article is to clarify the readiness for change concept and examine how change agents can influence employee readiness for organizational change. The article contributes to an improved understanding of change dynamics in four important ways. First, readiness for change is distinguished from resistance to change. Readiness is described in terms of the organizational members' beliefs, attitudes, and intentions. Second, a model is offered that describes the influence strategies as well as the importance of change agent credibility and interpersonal and social dynamics in the readiness creation process. Third, by combining urgency of, and employee readiness for, needed changes, a typology of readiness programs is offered. Fourth, a large multinational corporation's efforts to create readiness for large-scale change are described to provide a cogent illustration of the various readiness interventions described in the model.

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Published In

Article first published: June 1993
Issue published: June 1993

Keywords

  1. readiness
  2. unfreezing
  3. organizational change
  4. interventions
  5. resistance to change

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Authors

Affiliations

Achilles A. Armenakis
Stanley G. Harris
Department of Management, College of Business, Auburn University, Alabama 36849-6126.
Kevin W. Mossholder
Louisiana State University.

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