Change agility: growing the capacity for creative adjustment in ‘the global field’

Chitta, Kiran (2015) Change agility: growing the capacity for creative adjustment in ‘the global field’. [Doctorate by Public Works]

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Recent research by the United Nations Overseas Development Institute has
underlined the criticality of ‘change readiness’ for a country’s ability to ‘manage change and
cultivate opportunity’ (see 2012 Change Readiness Index), relating this closely to
governance, ethical leadership and institutional agility. My submission is about the process
of change in human systems. I share my learning from the perspective of practice as an
organisational psychologist supporting my client systems through periods of transformational
change. The practitioner doctorate reveals very intimate aspects of my own life, motivation,
identity and professional experiences adopting a psychotherapeutic orientation coupled with
a reflexive audit methodology, in order to demonstrate proficiency at a doctoral level of
reflective practice in organisational settings. The doctoral standard is defined in p 31-33,
Doctorate in Psychotherapy by Public Works Handbook 2013/14, ‘Assessment and
Progression’. This work is not an academic research report using a standardized structure
for reporting scientific research findings. It is certainly not a descriptive list of career
achievements or publications. I have learned that the spirit of this doctoral programme is to
bring into awareness the true nature of my work, to demonstrate how a corporate career and
private practice can be defined and differentiated in publically meaningful, empirical ways. I
share the professional products of experiential learning, a series of reflexive case studies of
my experience and a resultant body of work on ‘change agility’. Change agility can be
interpreted as the capacity for creative adjustment in individuals and in human systems, a
functional response to a high level of continuous uncertainty. This also leads to exploration
of tensions arising in organisation consulting and my integration of contrasting research
paradigms. I make reference to a wide research literature, drawing on several different
academic traditions, connecting Gestalt models to a broad base of organisational theory and
psychological research. I seek to contribute to and stimulate the inter-disciplinary science
and art of organisational change, putting this into its broader socio-economic context. I
connect the role change plays in institutional health with what Parlett calls a ‘unified’ and a
‘global’ field, using a Gestalt field perspective on human capacities (Parlett 1997, 2000).
Overall my work supports and further develops various recent Gestalt models promoting
relational practices which support healthy responses to field complexity within institutions. In
corporate settings, my work suggests these abilities can be translated into metacompetences
and capabilities commensurate with ‘change agility’. Through a business
relevant model of change agile practices which I have developed, I am promoting a relational
and Gestalt oriented form of change management. My overarching mission is to put the
‘human’ back into the at times dystopian field of ‘human resource management’, particularly
where mechanistic change management efforts are concerned.

Item Type: Doctorate by Public Works
Research Areas: A. > School of Science and Technology > Psychology
B. > Doctorates by Public Works
C. Collaborative Partners > Metanoia Institute
Item ID: 18452
Depositing User: Users 3197 not found.
Date Deposited: 18 Nov 2015 16:52
Last Modified: 22 Jun 2021 18:02

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