Champions, converts, doubters, and defectors: the impact of shifting perceptions on momentum for change

Maintaining momentum is a key influence on the ultimate success of large-scale change. In this paper, we develop theory to explain how stable vs. shifting change-supportive perceptions over time differentially influence the perceived momentum associated with goal-directed change (i.e., change-based momentum). We use cross-level polynomial regression and data obtained early and one year later within an organization implementing a lean manufacturing transformation to model changes in individual perceptions. Results suggest that momentum perceptions are higher for “Champions” (stable and high perceptions over time) as compared to “Converts” (increasing perceptions over time), but momentum perceptions are lower for “Defectors” (decreasing perceptions over time) as compared to “Doubters” (stable and low perceptions over time). We find that even if participants converge upon change-supportive perceptions later in the change process, early divergent perceptions influence subsequent momentum for the change. These findings highlight the important role of temporal shifts in perceptions for organizational change processes

Problem structuring methods for large group interventions

Problem structuring methods (PSMs) aim to build shared understanding in a group of decision makers. This shared understanding is used as a basis for them to negotiate an agreed action plan that they are prepared to help implement. Engaging in a social process of negotiation with a large number of people is difficult, and so PSMs have typically focused on small groups of less than 20. This paper explores the legitimacy of deploying PSMs in large groups of people (50–1000), where the aim is to negotiate action and build commitment to its implementation. We review the difficulties of facilitating large groups with PSMs, drawing heavily on our experience of working with over 25 large groups. We offer a range of lessons learned and suggest concrete approaches to facilitating large groups to achieve the objectives of PSMs. This paper contributes to the evaluation and development of PSMs

Past, present and future of problem structuring methods

To be able to exploit the future opportunities for Operational Research (OR), we need to prepare for them now. To conceptualize alternative futures for OR, we need to understand the potentialities of the present. To understand the present, we need to have a grasp of the past history that gave us the OR that we have, rather than some other analytic practice. OR was thrown up by a situation where traditional management methods were proving inadequate to handle the growing complexity of organizational arrangements. Problem structuring methods (PSMs) in turn were generated out of a sense that the trajectory of OR had led it away from important areas of social decision-making. PSMs have made great strides but are still encountering barriers to acceptance. This paper will explore the factors that presently constrain PSMs, and what developments could take them into new fields

Developing a Global Community: A Social Psychological Perspective

Three social psychologists outline what they know about groups and personal identity as a basis for discussing some important aspects of the development of a global community