Change Reaction

SKU 1605E1S05
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Change Reaction
by William L. Bearly, Ed.E. and John E. Jones, Ph.D.

Organizational change is happening all the time. And when change happens, people respond in particular ways – whether or not they are aware of it. Understanding one's own reactions to change is the first step in dealing with it.

An excellent starting point, Change Reaction is an effective learning tool for understanding personal reaction to change. The 24-item instrument helps individuals learn about their typical reaction to change – and identify ways to manage it effectively.

Uses and Applications

Change Reaction works well as a stand-alone instrument as well as an effective component in any change management program. As a management training instrument, Change Reaction may be used to present the important aspects of change theory. In addition, it can be used to raise individual consciousness about people's responses to change, to plan more effective behavior, and to improve organizational support systems.

As an organization development diagnostic tool, Change Reaction has multiple uses, including:

  • Surveying norms regarding change
  • Generating "force field" analyses of the forces impacting the change process
  • Forming the basis for an educational intervention that will provide employees with information about themselves, change, and effects on the system as a whole
Learning Outcomes

  • Determine one's typical response to change: resistant, neutral, or supportive
  • Explore the behaviors that characterize the three responses to change
  • Identify action steps one can take to embrace and foster change

Research indicates that organizations are in a continuous state of change and that some type of resistance is inevitable. No matter what type of reaction a person has, there is always motion in response to change. The Change Reaction Model shows the three categories of responses to organizational change:

  • Some people have a natural tendency to move toward or support change
  • Others are noncommittal and typically move away from change
  • Still others typically move against change by resisting it and creating resistance to change in others

Product Details

Facilitator set includes:
  • Administrative guidelines
  • Background information
  • Sample training design
  • Sample copy of re-formatted
  • Microsoft PowerPoint presentation
  • Certificate of achievement template
  • Training evaluation template
  • Convenient three-ring binder format
Print self-assessment includes:
  • Assessment
  • Pressure-sensitive response form
  • Interpretive information
  • Action planning
Time Required
1 to 1.5 hours
What to Order

Order one facilitator guide per facilitator and one self assessment for each individual. Facilitator support materials will be available to you as a digital download link in your order confirmation.
William L. Bearly, Ed.E. is vice president of Organizational Universe Systems. He is an information systems and organizational development consultant. He pioneered the the fusion of OD with the introduction of management-information systems.

John E. Jones, Ph.D. (1935-2003) was president of Organizational Universe Systems. He was a key contributor to training and organization development and a professor, trainer, presenter, counselor, and consultant. He received a BA from Wofford College and an MA and Ph.D. in 1965 from the University of Alabama.