Improving Engagement During Times of Change

Melissa A. Norcross () and Patrick Farran
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Melissa A. Norcross: United Services Automobile Association (USAA)
Patrick Farran: University of Notre Dame

Chapter 14 in New Horizons in Positive Leadership and Change, 2020, pp 249-267 from Springer

Abstract: Abstract The vast majority of change initiatives fail to meet their objectives and most decimate their organization’s levels of engagement in the process. The effect of plummeting employee engagement during turbulent times creates a downward spiral that can result in permanent damage to the organizational culture and capabilities. This phenomenon has led some to believe that change can only be achieved at the cost of employee engagement and that engagement can only be improved during periods of stability. Our work suggests that this is a false dichotomy. Through careful planning and active management, some organizations utilize these times of change to deploy strength-based, positive approaches to successfully deliver their change agenda while simultaneously cultivating greater work meaningfulness and engagement. In this chapter, we examine a case study that demonstrates, through the use of Appreciative Inquiry (AI) as one such approach, how taking on aggressive change initiatives in this manner can be leveraged as an opportunity for widescale reinvention of the organization, enabling greater work meaningfulness, engagement, and flourishing.

Keywords: Organizational change; Appreciative inquiry; Work meaningfulness; Inspiration; Workforce engagement (search for similar items in EconPapers)
Date: 2020
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Persistent link: https://EconPapers.repec.org/RePEc:spr:mgmchp:978-3-030-38129-5_14

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DOI: 10.1007/978-3-030-38129-5_14

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