Phases and Levels of Organisational Change

Rashford, Nicholas S. and Coghlan, David (1989) Phases and Levels of Organisational Change. Journal of Managerial Psychology, 4 (3). pp. 17-22. ISSN 0268-3946

Full text not available from this repository.

Abstract

Kubler‐Ross′ stages of death and dying – denial, anger, bargaining, depression and acceptance‐have formed the basis of much of the therapeutic work with the terminally ill. As death and dying are the ultimate instances of change in a person′s life, it is hypothesised that Kubler‐Ross′ work has an application to the theory and process of change. A four‐stage model of organisational change‐denying, dodging, doing and sustaining – based on Kubler‐Ross is presented. These four stages are linked to the four organisational levels, generating a seven‐phase framework that integrates the complex interplay of denying, dodging, doing and sustaining in the individual, the team, the group and the organisation.

Item Type:	Article
Additional Information:	This content is currently only available as a PDF.
Uncontrolled Keywords:	Change; Organizational change; Organizational development
Subjects:	B Philosophy. Psychology. Religion > Psychology H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management > Organisational Behaviour H Social Sciences > HD Industries. Land use. Labor > Organisational Change
Divisions:	School of Business > Staff Research and Publications
Depositing User:	Tamara Malone
Date Deposited:	13 Jun 2025 11:37
Last Modified:	13 Jun 2025 11:37
URI:	https://norma.ncirl.ie/id/eprint/7841

Actions (login required)

View Item