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ASSESSING READINESS FOR CHANGE: ANALYSING THE SEQUENTIAL NATURE OF CHANGE MODELS IN RELATION TO CHANGE READINESS
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These results further suggest that concerns about the personal potential value or impact of the change are a separate consideration to an individual's overall assessment of change readiness. It also suggests that even if there is a high level of readiness, an element of uncertainty remains. While acknowledging the limitations of the study, the results start to call into question the validity of the step-wise conceptualisation of personal change models like ADKAR. Further research investigating the personal change process associated with organisational change is recommended.
KEYWORDS Organisational change, Change readiness.
MANAGEMENT RESILIENCE Southern Africa Institute for Management Scientists 505