The development of a change agent identification framework for South African change agents

• Published date: 01 January 2014
• Author: Nico Martins,Marie De Beer,Marzanne Van der Linde-de Klerk
• Date: 01 January 2014
• Pages: 93-115
• DOI: 10.10520/EJC152807

South African Journal of Labour Relations: Vol 38 No 1 2014 93

The development of a change

agent identification framework for

South African change agents

by Marzanne van der Linde-de Klerk*, Nico Martins

and Marie de Beer**

Abstract

The main aim of this research project w as to develop a theoretical change agent

identification framework that could enable organisational change management

specialists to identify change agents more effectively in large organisations that

are undergoing change. To date, little resear ch has bee n conducted into the best

way to identify change agents. Change agents can play a significant role in

effectively assisting co-employees to adapt to change and in eliminating

resistance. The sample of change agents utilised in this research project

comprised employees at a large South African utility organisation who were

affected by change themselves but nevertheless helped to communicate key

messages to other affected employees and supported them throughout the

change process. These change agents played a significant role in helping to

develop a comprehensive change agent identification framework that focuses on

those elements to be taken into account when selecting individuals in an

organisation to serve as change agents. A thorough 12-step empirical research

process which included both a qualitative and a quantitative approach was

followed. The qualitative process and results constitute the focus of this article.

The literature findings contributed towards a comprehensive understanding of

the role of change agents, as well as of the elements that should form part of a

change agent identification framework to be used as a basis for selecting change

agents.

Key words: organisational change, change management, change agent

identification framework, personality traits, change agent network, occupational

personality profile

1 Introduction

The marked tendency for change to be accompanied by negativity, uncertainty and

doubt was acknowledged as early as the 16th century. In 1513, the researcher and

philosopher, Niccolo Machiavelli, stated, “There is nothing more difficult to plan, nor

more doubtful of success or more dangerous to manage than the creation of a new

order of things” (Rogers 2003:1).

* Dr M van der Linde-de Klerk is a former PhD student of the Department of Industrial and

Organisational Psychology at the University of South Africa..

** Prof N Martins and Prof M de Beer are attached to the Department of Industrial and Organisational

Psychology at the University of South Africa.

94 South African Journal of Labour Relations: Vol 38 No 1 2014

Change has always been part of the human condition and is particularly noticeable at

present, as humankind engages in increased global competition, experiences

technological advancement and contends with declining resources. Some of the less

favourable implications of world-wide change are global warming, overpopulation,

increased ineffectiveness of social institutio ns and even pollution (St-Amour 2001).

The only significant difference between change as it was experienced in the past and

its current manifestation is the pace at which it is taking place. T he pace of change is

even expected to increase, which will affect every facet of life. In many instances,

change is so rapid today that people do not have time to adapt before the next change

is upon them. Sometimes change is planned and people have sufficient tim e to prepare

themselves in advance, but in other instances change is unexpected and people have

to make imme diate adjustments in response (Laycock 2002). According to Van Tonder

(2004), the pace of change is much faster now than in the 1980s and 1990s.

Successfully implementing and sustaining change in an organisation requires th e

formulation of intended outcomes in order to change the organisation’s bottom line. The

manner in which the proposed changes are implemented has a profound impact on the

individuals in the organisation. Today, most organisations have accepted that the only

constant is change. Continuous change is often viewed as “white-water turbulence”

which forces the lea ders of an organisation to examine their vision and values and the

essence of what they stand for (Turner 2012).

Research conducted by Moran and Brightman (2000) gave rise to a number of

observations. Firstly, change is non-linear and often seems confusing and endless.

Secondly, a planned change process makes it possible to connect with multiple

stakeholders in an organisation. Thirdly, change can be either a top-down or a bottom-

up process. In the case of top-down change, clea r direction is provided, whereas the

bottom-up approach encourages participation and generates support. Fourthly, the

more significant organisational change is, the more crucial it becomes to create

opportunities for employees to revise and adjust their own values and beliefs

accordingly (Moran & Brightman 2000).

Organisational change occurs mainly in the context of failure or adjustment of some

kind. In organisations, change involves the difference in the way an organisation

functions, who its members and leaders are, what form it takes and/or how it a llocates

its resources (Huber & Glic k 1993). St-Amour (2001) comments that organisational

change usually occurs in response to mergers, acquisitions, outsourcing, downsizing,

restructuring or streamlining. Organisations employ change management specialists to

manage the impact of change (for example, process and/or technology adjustments or

changes) in the organisation (Stassen 2006). Change management specialists

therefore work with both human resource and organisational elements of change.

No matter what the reasons for planned, organisational change in organisations, the

effects on employees may be either beneficial or negative – to both the organisation

and its employees. If employees do not accept the proposed changes in the

organisation and fail to realise the benefits, th e organisation could suffer tremendously

or even decline from being a market leader to fighting simply to remain in the market,

without any competitive advantage (Rogers 2003).

In this context, the objective of organisational change management is to maximise

the collective benefits for all people involved in change and minimise the risk of failure

in implementing the c hange (Stassen 200 6). This process can be driven by

organisational c hange management specialists. Because of the sensitivities and

complexities of the change management specialist's job, individuals in this position