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Micro Changes: A Process Perspective on Organizational Change explores the organizational changes that are part of the organization's everyday work activities and micro processes. These are the ones that employees experience as the most radical, rather than the strategic ones we tend to focus on both in the literature and practice. Grounded in process theories and particularly process philosophy, the book unpacks organizational changes, showing that changes are fluid, pervasive, and always in a state of becoming, making them difficult to pinpoint and handle as they are everchanging. To unfold what micro changes are, why they are critical, and how to work with them, the book zooms in on five types of micro changes: Everyday, physical, routine, relational, and identity changes. Through empirical cases and examples, the reader gets a unique and realistic insight into how micro changes influence organizations and are crucial to employees' well-being and engagement at work. Theoretically, the book draws on process theories, and each chapter includes reflection exercises or dialogue tools to inspire on how to continue working with micro changes, either in practice or academically. Thus, the book is relevant for academics, students, and practitioners as it gives a rare glimpse into micro changes, an often neglected and forgotten kind of organizational change.
Signe Bruskin obtained a Ph.D. in organization studies from Copenhagen Business School in 2020. She has been a SCANCOR visiting researcher at Stanford University and a visiting Ph.D. fellow at Frankfurt School of Finance & Management. She is also an External Lecturer at the Department of Organization at Copenhagen Business School and an External Examiner at the Royal Danish Defence College.
- Foreword - Preface - Part 1: A process perspective on organizational changes - Chapter 1: Introduction - Chapter 2: Process Philosophy - Chapter 3: The Experience of Fluid Changes - Part 2: Types of micro changes - Chapter 4: Everyday changes - Chapter 5: Physical Changes - Chapter 6: Routine Changes - Chapter 7: Relational Changes - Chapter 8: Identity Changes - Part 3: Organizational changes in practice - Chapter 9: Concepts of Practice - Chapter 10: The role of the change leader - Bibliography - Index
