The psychological philosophy: ‘changing minds’

Aaron C.T. Smith, James Skinner and Daniel Read

Chapter 8 in Philosophies of Organizational Change, 2026, pp 175-206 from Edward Elgar Publishing

Abstract: Chapter 8 explains the psychological philosophy, where personal responses to change govern organizational success. In the applied social psychology tradition, the psychological philosophy focuses on individual experiences as organizations attempt change. The ‘human’ side of change introduces links with behavioural science, human relations, human development and organizational development, all combating the mechanistic legacy of scientific management. The psychological philosophy assumes that individual employees constitute the most important unit of analyses in studying organizational change. The chapter examines psychological responses to change with particular interest in resistance and empowerment. It considers organizational development as well as its offspring, organizational learning. The chapter introduces a cognitive dimension: the ‘thinking’ and believing aspects of psychological change. This section examines decision making and discusses the nature and implications of beliefs, particularly their resistance to change and their immunity to rational interrogation. The chapter then explores how neuroscience, behavioural economics and mental health research have reshaped psychological change practices, especially in digital and hybrid work environments. The chapter emphasizes the importance of psychological safety, nudging and belief systems in shaping individual readiness and resilience during organizational change.

Keywords: Psychological; Organizational Development; Learning; Resistance; Cognitive; Neuroscience; Empowerment; Belief Systems (search for similar items in EconPapers)
Date: 2026
ISBN: 9781035372164
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