Hemophily
The more alike the change agent and employees are, the more likely it is that the change agent will be successful. Similarity between the change agent and organization members results in acceptance of the change agent by the employees and understanding of the employees by the change agent.
Empathy
This is the skill of understanding the feelings of another person. Empathy leads to improved communication and understanding between the change agent and organization members.
Linkage
This refers to the extent to which the change agent and organization members are tied together in collaborative activities. The greater the collaborative involvement (the tighter the linkage), the more likely the change agent will be successful.
Proximity
This refers to the physical and psychological closeness of the change agent and organization members. The greater the proximity between the change agent and the organization members, the more likely the change agent will be successful. Increasing proximity makes it easier to develop collaborative linkages. Proximity also facilitates the development of empathy between change agent and organization members. Proximity has relevance to open door policy and the visibility of the change agent during working hours.
Structuring
This factor refers to the ability of the change agent and organization members to clearly plan and organize their activities concerning the change effort. A clearly designed change effort is more likely to be understood and implemented by the employees.
Capacity
This factor is a characteristic of the organization. It refers to the company's capability of providing the resources needed for a successful change effort. A successful change effort requires an adequate amount of resources.
Openness
This characteristic refers to the degree to which the change agent and organization members are willing to hear, respond to, and be influenced by one another. The preceding six factors can all facilitate the development of such openness or, when absent, they can hinder the development of openness between the change agent and organization members.
Reward
This refers to the nature and variety of potential positive outcomes of the change effort that might accrue to the change agent and organization members. Change efforts should be designed so that the employees are rewarded for changing.
Energy
This refers to the amount of physical and psychological effort the change agent and organization members are able and willing to expend on the change effort. When day-to-day problems are so pressing that they sap all of the employee's energy, it diminishes the energy they can devote to the change effort.
Synergy
This characteristic refers to the positively reinforcing effects that each of the preceding nine factors has on one another. More specifically, synergy involves the variety of people, resources, energies, and activities involved in interacting in the change effort that mutually support success.
Hemophily
The more alike the change agent and employees are, the more likely it is that the change agent will be successful. Similarity between the change agent and organization members results in acceptance of the change agent by the employees and understanding of the employees by the change agent.
Empathy
This is the skill of understanding the feelings of another person. Empathy leads to improved communication and understanding between the change agent and organization members.
Linkage
This refers to the extent to which the change agent and organization members are tied together in collaborative activities. The greater the collaborative involvement (the tighter the linkage), the more likely the change agent will be successful.
Proximity
This refers to the physical and psychological closeness of the change agent and organization members. The greater the proximity between the change agent and the organization members, the more likely the change agent will be successful. Increasing proximity makes it easier to develop collaborative linkages. Proximity also facilitates the development of empathy between change agent and organization members. Proximity has relevance to open door policy and the visibility of the change agent during working hours.
Structuring
This factor refers to the ability of the change agent and organization members to clearly plan and organize their activities concerning the change effort. A clearly designed change effort is more likely to be understood and implemented by the employees.
Capacity
This factor is a characteristic of the organization. It refers to the company's capability of providing the resources needed for a successful change effort. A successful change effort requires an adequate amount of resources.
Openness
This characteristic refers to the degree to which the change agent and organization members are willing to hear, respond to, and be influenced by one another. The preceding six factors can all facilitate the development of such openness or, when absent, they can hinder the development of openness between the change agent and organization members.
Reward
This refers to the nature and variety of potential positive outcomes of the change effort that might accrue to the change agent and organization members. Change efforts should be designed so that the employees are rewarded for changing.
Energy
This refers to the amount of physical and psychological effort the change agent and organization members are able and willing to expend on the change effort. When day-to-day problems are so pressing that they sap all of the employee's energy, it diminishes the energy they can devote to the change effort.
Synergy
This characteristic refers to the positively reinforcing effects that each of the preceding nine factors has on one another. More specifically, synergy involves the variety of people, resources, energies, and activities involved in interacting in the change effort that mutually support success.
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