The dynamics of social transformation

Journal of Change Management, 2003

The word "change" denotes a difference in anything observed over some period of time. Social change, therefore, would mean observable differences in any social phenomena over any period of time.  M. D. Jenson. "Social change may be defined as modification in ways of doing and thinking of people."  Anderson and Parker. "Social change involves alteration in the structure or functioning of social forms or processes themselves."  Lundberg and others. "Social change refers to any modification in established patterns of inter human relationships and standards of conduct."  Koenig, S. "Social change refers to the modifications which occur in the life patterns of a people."  Jones. "Social change is a term used to describe variations in, or modifications of, any aspect of social processes, social patterns, social interaction or social organisation."  Mazumdar, H. T. "Social change may be defined as a new fashion or mode, either modifying or replacing the old, in the life of a people, or in the operation of a society." social change refers to the modifications which take place in the life patterns of people. It does not refer to all the changes going on in the society. The changes in art, language, technology; philosophy etc., may not be included in the term 'Social change' which should be interpreted in a narrow sense to mean alterations in the field of social relationships.

ASHE-ERIC Higher Education Report, 2001

How Change Happens puts the study of social and cultural history and social change and cultural evolution on a scientific basis capable of rational analysis and understanding. It shows how social and cultural change happens and explains the sequence of events in social and cultural history. It shows how social and cultural history followed a necessary path that can be analysed and rationally understood and explained. Most books on history describe how one thing followed another. How Change Happens describes why one thing followed another.

In paralel with the organizational culture, change is representing the factor with the greatest impact on the managerial planning and organizing functions. Change management deviates from traditional projects management in the way that it is more about people. Higher efficiency comes from inner-energy, self motivation and complete understanding for the entire process. There isn't a single solution for making the change happen that is why the processes supporting the change are complex, implying the variables of the human typologies.

Journal of the Royal Anthropological Institute

We outline primary features of a theoretical perspective on processes of social change in human systems that deals with broadly defined kinds of process, the nature of variants that are expressed and consolidate as change occurs, and, with specific reference to agency, the ways in which intentional actors are implicated in the changes that befall them. Our aim is to contribute to a general theory of process that is not prejudiced by the possible misrepresentation of outcomes arising in particular contexts (e.g. modernity), or the contexts themselves, as being causal processes. We direct attention to four problems of a methodological and ethical nature that may arise when analysts strive for generality.

INTEGRAL REVIEW, 2008

The complexity of life in 21st century society requires new models for leading and managing change. With that in mind, this paper revisits the model for Advanced Change Theory (ACT) as presented by Quinn, Spreitzer, and Brown in their article, "Changing Others Through Changing Ourselves: The Transformation of Human Systems" (2000). The authors present ACT as a potential model for facilitating change in complex organizations. This paper presents a critique of the article and summarizes opportunities for further exploring the model in the light of current trends in developmental and integral theory.

Annals of Contemporary Developments in Management & HR, 2020

The current paper has attempted to shed light on the concept of change and the prominent models that can be of value for managerial authorities to bring transformation in their business. the paper sheds light on change which is refers to the continuous modifications that an organisation or individuals make to deal with adjustments in any matter. The paper highlights that although there are no static models of change yet still, some prominent perspectives and frameworks can be considered for top management and decision making bodies to make sense of the concept of change and work on developing policies and practices to ensure they remain competitive. The article discusses the idea forwarded by Lewin for change which catered to three stages at the first place. Following to this, the article discusses Burke and Litwin model of change that has been widely considered for business sectors for change management. Towards the end, the article discusses the ADKAR model of change. Taken togeth...

Vision-The Journal of Business Perspective, 2006

The advocates of proactive approaches towards managing systems, structures and processes have made the currency of change much evident and over-encompassing. The reactive approach has given way to proactive approach towards managing individuals, teams and organizations as a whole. Kurt Lewin's theory of de-freezing the status quo and refreezing with new inputs has become partially if not fully irrelevant in the present environment which is so dynamic and full of uncertainties. The stakeholders want quick results, which makes things worse for organizational specialists.