Presentation:

"Measuring Individual Response to Organizational Change"

"The role of Change Management is the transformation of chaotic inconvenience into a manageable process first within the individual and collectively within the organization." ~Victoria Grady, PhD

Organizations of the 21st Century are influenced by the technological environment, enhanced by the quality of group interactions, and subject to the continuous learning processes necessary for sustaining growth in the global marketplace. During this unique period of significant economic crisis, the value of integrating the aforementioned qualities is critical to the transformational opportunities awaiting the next generation of successful organizations. The Organizational Loss of Effectiveness (LOE) Model (2005) and corresponding LOE Index (2009) are exciting new tools in the field of change management that help management anticipate and adapt efficiently to organizational change initiatives.

The unique contribution of the Model of the Organizational LOE and the corresponding LOE Index is the focus on the individuals experiencing the change. The index is based on 9 years of research that demonstrates any change in an organization may cause a "loss of stability" in the individuals affected by the change, this loss of stability results in a predictable and measurable set of symptoms. Persistence of these symptoms leads to the development of an organizational LOE.

The results of the LOE Index generate a collective report that provides a snapshot of the organization that then forms the baseline for evaluating the overall "change" health of the organization on the baseline date and into the future. The LOE Index can be administered intermittently, at set intervals, or before-during-after each change initiative. The timing of the LOE Index is specific to the needs of each organization and its respective intent for the use of the results.

Biography:

Victoria M. Grady completed her Doctor of Science at the George Washington University in May 2005. Dr. Grady's dissertation focused on the inherent loss of stability suffered by organizations introducing and implementing organizational change initiatives. The research resulted in a validated model explaining the tendency of individuals, often subconsciously, to struggle, resist, and potentially disrupt the organizational change initiative.

Dr. Grady has continued to build upon her research in the field of change management and extended her original model to include a validated index that quantitatively measures the tendency of individuals within the organization to embrace organizational change initiatives. The index focuses on the employee, and how factors inherent in change affect their performance. Subsequently, this shift in performance will have a negative impact on the overall health of the organization.

She is currently an Assistant Professorial Lecturer in the Department of Organizational Science within the Columbian School of Arts and Sciences at the George Washington University.

For additional information, please contact Dr. Grady at grady_victoria@yahoo.com.

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