Types of change agents

R.N. Ottaway i C.L. Cooper proposed a taxonomy of agents of change, including the following types:

• Generators of change (their goal is to provoke a sense of the need for change in the community), including:
  • prototypical (creative),
  • manifesting (demonstrating) - standing "on the barricade" (in the confrontation between the generators of changes and people opposing change), patrons and supporters.
• implementors of change in the way intended (intentional) - their purpose is to implement change after the diagnosis of the organization's needs. This group can be divided on::
  • external (experts form outside of the organization),
  • internal (employees of the organization, directly affected by change)
  • indirect (employed in another part of the organization, e.g. branch, subsidiary).
• unintentional implementers - their goal is the practical implementation of the changes and normalization after this process. This group include:
  • front office (line) employees,
  • recipient of company's products or services.

In the early studies change agent was defined as a person from the outside, supporting planned changes aimed at improving the system. Today, it is considered that the agent changes might come from the company, or from the outside.

This term therefore refers to people - both inside and outside the organization - which provide technical, specialist or advisory support in the process of change management. With more complex projects, led by a team of people we are often faced with an intermediate solution, i.e. the occurrence of mixed teams, including change agents, both internal and external to organization.

See also:

• Change agent
• Change agent roles

Examples of change agents

• Change Agents: These are individuals or organizations that actively work to promote and implement change. Examples include consultants, facilitators, coaches, and other professionals who are specifically hired to help an organization or team move to a new level.
• Innovators: These are individuals or groups who come up with new ideas and ways of doing things. Examples include entrepreneurs, inventors, and business leaders who come up with new products, services, or processes.
• Visionaries: These are individuals who have a clear vision of how the world should be, and strive to make the world a better place. Examples include leaders in social justice and environmental movements, religious figures, and those who work to make a positive difference in the world.
• Influencers: These are individuals or groups who have influence in a particular area or field. Examples include celebrities, activists, powerful business people, and political figures who can shape public opinion and create change.
• Agents of Opportunity: These are individuals or groups who take advantage of opportunities and create positive change. Examples include venture capitalists, entrepreneurs, and innovators who spot opportunities in the market or in the environment and capitalize on them.
• Facilitators: These are individuals or organizations who help the process of change, often by providing resources or advice. Examples include trainers, mediators, and advisors who help teams and organizations move forward.

Advantages of change agents

Change agents play an important role in the process of organizational transformation. The following are the advantages of the different types of change agents proposed by R.N. Ottaway and C.L. Cooper:

• Technical Change Agents: Technical change agents are experts in the field of technology and, as such, possess a comprehensive understanding of current and emerging technologies. They are able to identify and implement the most suitable solutions to organizational problems.
• Administrative Change Agents: Administrative change agents are responsible for the day-to-day management of organizations and are able to provide leadership and direction in times of change. They are also able to manage resources and help to create a smooth transition to a new system.
• Cultural Change Agents: Cultural change agents specialize in organizational culture and help to create a positive culture that encourages innovation and positive change. They understand the values, beliefs and motivations of employees and can help to create an environment where change is accepted and embraced.
• Political Change Agents: Political change agents are experts in the field of politics and can help to manage the political aspects of organizational change. They can help to create a positive climate for change by working with different stakeholders and understanding political dynamics.
• Social Change Agents: Social change agents are experts in social dynamics and can help to facilitate the process of organizational change. They understand the importance of employee engagement and can help to create a sense of ownership of the change process.

Limitations of change agents

Ottaway and Cooper proposed a taxonomy of agents of change, including the following types: catalysts, facilitators, mediators, negotiators, supporters and brokers. However, these types can be limited in the following ways:

• Catalysts are limited in their ability to create sustainable change. They are able to create a spark of change, but may not have the necessary skills to sustain it over the long term.
• Facilitators are limited in their ability to influence decision-making and may not be able to address issues of power or create lasting change.
• Mediators are limited in their ability to manage conflict, as they may not have the credibility to effectively intervene in a dispute.
• Negotiators are limited in their ability to create win-win solutions, as they may be too focused on an individual or group's interests.
• Supporters are limited in their ability to provide direct guidance and assistance, as they may lack the expertise or resources to do so.
• Brokers are limited in their ability to bridge gaps between different stakeholders, as they may not have the necessary connections or influence to do so.

Other approaches related to change agents

A taxonomy of agents of change, proposed by R.N. Ottaway and C.L. Cooper, includes the following types: *Change agents, who act independently or as a team to lead organizational change initiatives; *Facilitators, who provide guidance and support to groups of people as they strive to achieve organizational change; *Sponsors, who provide resources and support to help ensure that organizational change initiatives are successful; and *Consultants, who provide expert advice and support to aid in the implementation of organizational change efforts.

Other approaches related to types of change agents include models that focus on the individual level, such as Lewin's three-stage model of unfreezing, changing and refreezing, which emphasizes the importance of individual motivation and psychological development in the process of change. Other models focus on the organizational level, such as the systems approach, which considers the whole organization as one interconnected system and its relationship with the environment in which it operates.

In summary, different types of change agents and models of change focus on different levels of the organization and emphasize different aspects of the change process. Understanding these approaches can help organizations develop effective change initiatives.

Types of change agents — recommended articles

Change agent roles — Mary Parker Follett — Characteristics of organization — Change management model — Organizational diagnostics — Organizational development — Learning organization — Creativity and innovation — Change advocate

References

• Turner, J. R., Kristoffer, V., & Thurloway, L. (2002). The project manager as change agent. Proceedings of the 2002 Australian Institute of Project Management
• Ottaway, R. N. (1983). The change agent: A taxonomy in relation to the change process. Human relations, 36(4), 361-392