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Beyond the quick fix:: The psychodynamics of organizational transformation and change

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  • Kets de Vries, Manfred F. R.
  • Balazs, Katharina

Abstract

Manfred Kets de Vries and Katharina Balazs, from a clinical perspective, suggest that insights drawn from individual change processes can be applied to the domain of organizational transformation to facilitate and speed up the process. Based on large-scale surveys, the authors explore the psychodynamics of the individual engaged in change, and translate them to organizational transformation. Given the reality of power dynamics, it is the corporate leaders who are best placed to start and subsequently develop the change process. It is suggested that a staged 'focal event' and changing the corporate mindset can greatly speed up the process. Also, companies can learn that there are certain primary factors which make it easier for individuals to manage change. A major conclusion is that organizations which foster 'constructive conflict' among their people will be in the best position to align with a continuously-changing business environment.

Suggested Citation

  • Kets de Vries, Manfred F. R. & Balazs, Katharina, 1998. "Beyond the quick fix:: The psychodynamics of organizational transformation and change," European Management Journal, Elsevier, vol. 16(5), pages 611-622, October.
    • Handle: RePEc:eee:eurman:v:16:y:1998:i:5:p:611-622
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    Cited by:

    1. Sharma, Supriya, 2012. "Organizational Transformation in India: Developing a Typology," IIMA Working Papers WP2012-11-01, Indian Institute of Management Ahmedabad, Research and Publication Department.
    2. Binyamin, Galy & Brender-Ilan, Yael, 2018. "Leaders's language and employee proactivity: Enhancing psychological meaningfulness and vitality," European Management Journal, Elsevier, vol. 36(4), pages 463-473.

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