#📓 #📄 #🟠 # An overview of intentional change from a complexity perspective ![[calendar-plus.svg]] <small>Mar 19, 2022</small> | ![[calendar-clock.svg]] <small>Jan 03, 2023</small> 🏷️ [[MOCs/Interests/Change|Change]], [[Organization Development MOC|OD]], [[Learning]], [[Leadership MOC|Leadership]] **Authors:** [[Richard E. Boyatzis]] **Citation:** Boyatzis, R. E. (2006). An overview of intentional change from a complexity perspective. _Journal of Management Development_, _25_(7), 607–623. [https://doi.org/10.1108/02621710610678445](https://doi.org/10.1108/02621710610678445) --- # Abstract ~ 3 Sentence Summary Provides new level of insight into why and how sustainable desired change can occur at all levels of human/social interaction. Understanding complexity theory helps explain process of change. Sustainable, intentional change occurs through a series of five discoveries that are the components of [[Intentional change theory]]. # Notes & Important Ideas #### p. 607 - Understanding [[complexity theory]] and applying its concepts to [[Intentional change theory]] helps explain the process of change. #### p. 608 - [[Complex systems are non-linear and dynamically evolving.]] #### p. 609 - [[Intentional changes are non-linear and discontinuous]] #### p. 609 - [[Process of change affected by tipping point]] #### p.609 - People learn what they want to and forget what they don't > it appears that most, if not all, sustainable behavioral change is intentional ([Boyatzis 2006:610](zotero://open-pdf/library/items/2XBD9WLV?page=4)) #### p. 611 - Most change is temporary. Most studies of change show the outcome of change, but not *how* it actually happened. - Impact or results are not always timed with the intervention. It takes time to see results. *([note on p.611](zotero://open-pdf/library/items/2XBD9WLV?page=5))* > The sleeper effect is that a sustainable change in a person's behavior, thoughts patterns or emotional reactions to events does not appear until six to 12 months following completion of the change effort ([Boyatzis 2006:611](zotero://open-pdf/library/items/2XBD9WLV?page=5)) Impacts of many training programs or change initiatives are typically not as great or as sustainable as one would expect based on the level of investment. *([note on p.611](zotero://open-pdf/library/items/2XBD9WLV?page=5))* #### p. 613 - [[Change process is an iterative cycle]] #### p. 618 - Interactions between levels of a system (individual, small group, organization) impact desired change. [[Leadership is required for desired, sustainable change to emerge]] [[Identity forming groups or coalitions critical for desired, sustainable change at organization level]] #### p. 619 - Desired change at individual, team or organizational level requires intentional effort. # Personal Reflection --- # Other References TBR:: 🔖 Akrivou, K., Boyatzis, R.E. and McLeod, P.L. (2006). The evolving group: Towards a presscriptive theory of intentional group development. *Journal of Management Development, 25*(7), 689-706. (Z) TBR:: 🔖 Ballou, R., Bowers, D., Boyatzis, R.E. and Kolb, D.A. (1999). Fellowship in lifelong learning: An executive development program for advanced professionals. *Journal of Management Education, 23*(4), 338-54. (Z) TBR:: 🔖 Boyatzis, R.E. and Akrivou, K. (2006). The ideal self as the driver of intentional change. *Journal of Management Development, 25*(7), 624-42. (Z) TBR:: 🔖 Boyatzis, R.E. and McKee, A. (2005). *Resonant leadership: Renewing yourself and connecting with others through mindfulness, hope, and compassion.* Harvard Business School Press. (GR) TBR:: 🔖 Cherniss, C. and Adler, M. (2000). *Promoting emotional intelligence in organizations: Make training in emotional intelligence effective.* American Society of Training and Development. (GR) TBR:: 🔖 Holland, J. (1995). *Hidden order: How adaptation builds complexity.* Helix Books. (GR) TBR:: 🔖 Howard, A. (2006). Positive and negative emotional attractors and intentional change. *Journal of Management Development, 25*(7), 732-42. (Z) TBR:: 🔖 Losada, M. and Heaphy, E. (2004). The role of positivity and connectivity in the performance of business teams: A nonlinear dynamics model. *American Behavioral Scientist, 47*(6), 740-765. (Z) TBR:: 🔖 Taylor, S.N. (2006). Why the real self is fundamental to intentional change. *Journal of Management Development, 25*(7), 643-56. (Z) TBR:: 🔖 Van Oosten, E. (2006). Intentional change theory at the organisational level: A case study. *Journal of Management Development, 25*(7), 707-17. (Z) TBR:: 🔖 Sinatra, G.M. and Pintrich, P.R. (2003). The role of intentions in conceptual change learning. In Sinatra, G.M. and Pintrich, P.R. (Eds.), *Intentional Conceptual Change* (pp. 1-18). Lawrence Erlbaum Associates. (GR)