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A Change Agent's Journey: On the Road from Silence to VUCA Voice in a Fortune 500 Company.

Record Type:	Electronic resources : Monograph/item
Title/Author:	A Change Agent's Journey: On the Road from Silence to VUCA Voice in a Fortune 500 Company./
Author:	Lyons, Colleen P.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2021,
Description:	270 p.
Notes:	Source: Dissertations Abstracts International, Volume: 83-02, Section: A.
Contained By:	Dissertations Abstracts International83-02A.
Subject:	Ethics. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=28499626
ISBN:	9798534681598

A Change Agent's Journey: On the Road from Silence to VUCA Voice in a Fortune 500 Company.
Lyons, Colleen P.

A Change Agent's Journey: On the Road from Silence to VUCA Voice in a Fortune 500 Company. - Ann Arbor : ProQuest Dissertations & Theses, 2021 - 270 p.

Source: Dissertations Abstracts International, Volume: 83-02, Section: A.

Thesis (Ph.D.)--Benedictine University, 2021.

This item must not be sold to any third party vendors.

This dissertation is based on action research (AR) that was conducted in a Fortune 500 aerospace company (Company X) for the duration of one year-February 2019 to March 2020. The question I sought to address was the following: How does an internal change agent maneuver within a Fortune 500 company to gain system-wide acceptance of an intervention? My positionality was as an insider. I worked as a senior culture advisor in Company X, tasked with improving the organization's values and ethics through senior leaders.The motivation for this study was to understand how an internal change agent structures a change management initiative to gain system-wide implementation. The intervention, in this case, is designed to enable employees to voice and enact their values in order to empower employees, as well as to mitigate corporate risk. In the two decades leading up to this study, society has witnessed a number of ethical leadership failures, starting with the collapse of ENRON in 2001 and the more recent cases of VW, Wells Fargo, and Boeing. Each of these companies had "silent" cultures, in which voices of dissent were not countenanced. Company X's milieu was volatile, uncertain, complex, and ambiguous (VUCA) due to Company X's products, which were involved in two crashes, as well as the on-set of the COVID-19 pandemic.The change management intervention, Giving Voice to Values (GVV), was designed to enable employee voice in a VUCA environment. Two pilots, each of six weeks duration, were deployed in two different business units in Company X. GVV is a pedagogy and curriculum developed by Dr. Mary Gentile and has been applied to more than 1,000 organizations in seven continents.The study documented 185 discrete action researcher initiatives during the year-long study, including building a business case, getting company sponsorship, martialing resources, establishing an action research team, selecting and engaging the intervention pilot sponsors, designing and implementing the intervention, conducting post-intervention evaluation and proof of concept, gaining approval for enterprise-wide deployment, and creating a sustainment strategy, etc. Each of these intervention experiences is documented in detail and provides the data for study findings presented as propositions. Eight design propositions for action researchers are offered: •Knowing yourself and knowing why, •Going where the need is,•The deceptively simple and resource intensive nature of action research,•Scalability of action research, •Embracing obstacles and staying connected, •Politically knowing whose kitchen you are in, •Evaluating intervention success, and •The value of self-reflection.Additionally, an inductive model emerged conceptualizing the antecedents to VUCA voice (VV)-ethical leadership, psychological safety, and trust. The VUCA voice model proposes that these antecedents create organizing conditions where individuals confidently voice innovative ideas and values-based dissent and challenge without fear of being silenced or hurt.The final chapter discusses my key learnings, future considerations, and recommendations for practice and research. From practical considerations, this change intervention was deemed successful in that the pilot to go from silence to VUCA voice was approved for enterprise-wide deployment by corporate officials. Additionally, this action research study has been scaled for a new pilot to enable race and social justice conversations at Company X.

ISBN: 9798534681598Subjects--Topical Terms:

517264
Ethics.
Subjects--Index Terms:

Action Research

A Change Agent's Journey: On the Road from Silence to VUCA Voice in a Fortune 500 Company.
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520 $a This dissertation is based on action research (AR) that was conducted in a Fortune 500 aerospace company (Company X) for the duration of one year-February 2019 to March 2020. The question I sought to address was the following: How does an internal change agent maneuver within a Fortune 500 company to gain system-wide acceptance of an intervention? My positionality was as an insider. I worked as a senior culture advisor in Company X, tasked with improving the organization's values and ethics through senior leaders.The motivation for this study was to understand how an internal change agent structures a change management initiative to gain system-wide implementation. The intervention, in this case, is designed to enable employees to voice and enact their values in order to empower employees, as well as to mitigate corporate risk. In the two decades leading up to this study, society has witnessed a number of ethical leadership failures, starting with the collapse of ENRON in 2001 and the more recent cases of VW, Wells Fargo, and Boeing. Each of these companies had "silent" cultures, in which voices of dissent were not countenanced. Company X's milieu was volatile, uncertain, complex, and ambiguous (VUCA) due to Company X's products, which were involved in two crashes, as well as the on-set of the COVID-19 pandemic.The change management intervention, Giving Voice to Values (GVV), was designed to enable employee voice in a VUCA environment. Two pilots, each of six weeks duration, were deployed in two different business units in Company X. GVV is a pedagogy and curriculum developed by Dr. Mary Gentile and has been applied to more than 1,000 organizations in seven continents.The study documented 185 discrete action researcher initiatives during the year-long study, including building a business case, getting company sponsorship, martialing resources, establishing an action research team, selecting and engaging the intervention pilot sponsors, designing and implementing the intervention, conducting post-intervention evaluation and proof of concept, gaining approval for enterprise-wide deployment, and creating a sustainment strategy, etc. Each of these intervention experiences is documented in detail and provides the data for study findings presented as propositions. Eight design propositions for action researchers are offered: •Knowing yourself and knowing why, •Going where the need is,•The deceptively simple and resource intensive nature of action research,•Scalability of action research, •Embracing obstacles and staying connected, •Politically knowing whose kitchen you are in, •Evaluating intervention success, and •The value of self-reflection.Additionally, an inductive model emerged conceptualizing the antecedents to VUCA voice (VV)-ethical leadership, psychological safety, and trust. The VUCA voice model proposes that these antecedents create organizing conditions where individuals confidently voice innovative ideas and values-based dissent and challenge without fear of being silenced or hurt.The final chapter discusses my key learnings, future considerations, and recommendations for practice and research. From practical considerations, this change intervention was deemed successful in that the pilot to go from silence to VUCA voice was approved for enterprise-wide deployment by corporate officials. Additionally, this action research study has been scaled for a new pilot to enable race and social justice conversations at Company X.
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