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Facing Organizational Change: An Italian Perspective on Six Challenges for Organizational Change Practitioners

Facing Organizational Change: An Italian Perspective on Six Challenges for Organizational Change Practitioners

Filippo Ferrari
Copyright: © 2021 |Pages: 19
ISBN13: 9781799872979|ISBN10: 1799872971|EISBN13: 9781799872986
DOI: 10.4018/978-1-7998-7297-9.ch037
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MLA

Ferrari, Filippo. "Facing Organizational Change: An Italian Perspective on Six Challenges for Organizational Change Practitioners." Research Anthology on Digital Transformation, Organizational Change, and the Impact of Remote Work, edited by Information Resources Management Association, IGI Global, 2021, pp. 742-760. https://doi.org/10.4018/978-1-7998-7297-9.ch037

APA

Ferrari, F. (2021). Facing Organizational Change: An Italian Perspective on Six Challenges for Organizational Change Practitioners. In I. Management Association (Ed.), Research Anthology on Digital Transformation, Organizational Change, and the Impact of Remote Work (pp. 742-760). IGI Global. https://doi.org/10.4018/978-1-7998-7297-9.ch037

Chicago

Ferrari, Filippo. "Facing Organizational Change: An Italian Perspective on Six Challenges for Organizational Change Practitioners." In Research Anthology on Digital Transformation, Organizational Change, and the Impact of Remote Work, edited by Information Resources Management Association, 742-760. Hershey, PA: IGI Global, 2021. https://doi.org/10.4018/978-1-7998-7297-9.ch037

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Abstract

This chapter aims to present the obstacles both scholars and practitioners must overcome in facing organizational change. Indeed, too often practitioners lack any rigorous evidence-based background and rely on their previous experience and common sense. At the same time, scholars too often work in a very separated academic world, thus ignoring the actual problems that professionals face in actual firms. Being both a scholar and a practitioner, the author highlights the common challenges likely to be faced by change agents when facilitating organizational change: recognizing the readiness of the involved people to change, their skill mismatch, their previous change history, and the level of cynicism. A fully reflective change agent must consider these factors in designing and implementing an evidence-based organizational change and development (EBOCD) initiative and change agency process if he or she wishes to achieve positive outcomes both from the organizational and the involved people's point of view.

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