Weathering Change Coping in a context of pervasive organizational change

Abstract

This study of organizational change was conducted using classic grounded theory methodology (Glaser & Strauss, 1967). Most of the relevant data came from openended intensive interviews with educators—classroom teachers, professional developers, learning specialists, administrators, and student teachers. Theoretical sampling was also done in organizational settings such as businesses, nonprofits, and religious institutions. The theory of weathering accounts for how organizational members continually resolve their main concern of survival in the face of pervasive change. Weathering is a basic social psychological process that enables individuals to endure changes in a manner consistent with their personal and professional needs, goals, and values. In the sizing-up phase, an individual initially confronts an impending organizational change. In the filtering phase, one decides how to cope with the change by processing the information through personal and professional filters. The outcome of filtering determines the behaviors exhibited in the coping stage. Coping is a set of behaviors that are best characterized as resisting and acquiescing. The study suggests that leaders consider the complexities of weathering behaviors as they seek to implement organizational changes.