Draft:Intentional Change Theory
 | Review waiting, please be patient.
This may take 3 months or more, since drafts are reviewed in no specific order. There are 3,198 pending submissions waiting for review.
Where to get help
How to improve a draft
You can also browse Wikipedia:Featured articles and Wikipedia:Good articles to find examples of Wikipedia's best writing on topics similar to your proposed article. Improving your odds of a speedy review To improve your odds of a faster review, tag your draft with relevant WikiProject tags using the button below. This will let reviewers know a new draft has been submitted in their area of interest. For instance, if you wrote about a female astronomer, you would want to add the Biography, Astronomy, and Women scientists tags. Editor resources
Reviewer tools
|
Intentional Change Theory (ICT) is a multi level theory and framework in psychology and organizational development that explains how individuals and groups achieve sustained, desired change.[1] Developed by Richard Boyatzis, a professor at Case Western Reserve University, the theory integrates concepts from emotional intelligence, neuroscience, and complexity theory.[2]
History
[edit]Background
[edit]Boyatzis first introduced early versions of the theory in the 1970s, with refinements appearing in later works, including Primal Leadership (2002), co-authored with Daniel Goleman and Annie McKee.[3] The theory builds on research in behavioral change, leadership development, and emotional intelligence, examining how people transition from their current state to a desired future state.[4]
Framework
[edit]The framework emerged from Boyatzis's earlier behavioral change studies on efforts to develop competencies predicting effective leadership ,management and professions, emotional intelligence, and resonant leadership in sustainable ways in individuals from 25 to 65 years old, as well as in dyads, teams and organizations.[5]
The first stage involves developing a vision of the desired future self. This includes identifying long-term aspirations, dreams, calling, purpose , and fostering hope. The result of this phase is a personal vision that guides the change process, or in collectives a shared vision. These are not specific goals or problems to be fixed. [6]
Openness to the next phase in pursuit of sustained, desired change requires new ideas and the physiological energy to change and activation of the next phase in ICT.[7] The psycho-physiological state (i.e., neural, hormonal, affective and behavioral state) is a strange attractor that pulls a person or human collective to a new, desired state or arouses defensiveness and blocks further movement toward learning or change. [8]
In the process of intentional change, individuals assess their real self in relation to their ideal self, identifying strengths and weaknesses to create a personal balance sheet. This assessment reveals gaps between current and desired states.[9]
Unlike performance improvement plans, which can trigger negative emotional responses, learning agendas focus on growth by leveraging strengths and addressing select weaknesses.[10]
Next, individuals implement the learning agenda through experimentation—adopting new behaviors, thoughts, and perceptions. In collectives, this includes testing and practicing new group norms.[2]
Throughout all stages, resonant relationships are essential. Characterized by shared vision, compassion, and energy, they provide support, reflection, and motivation, helping sustain long-term change and prevent regression.[5]
References
[edit]- ^ Boyatzis, Richard E. (2006). Boyatzis, Richard (ed.). "An overview of intentional change from a complexity perspective". Journal of Management Development. 25 (7): 607–623. doi:10.1108/02621710610678445. ISSN 0262-1711.
- ^ a b Smith-Muller, Talia (2024-07-15). "Richard Boyatzis on Using His Intentional Change Theory to Re-Learn Guitar". Berklee Online Take Note. Retrieved 2025-05-06.
- ^ "Primal Leadership: The Hidden Driver of Great Performance". Harvard Business Review. 2001-12-01. ISSN 0017-8012. Retrieved 2025-05-06.
- ^ Boyatzis, Richard E. (2005-02-24), Antoniou, Alexander-Stamatios G.; Cooper, Cary L. (eds.), "Developing Leadership through Emotional Intelligence", Research Companion to Organizational Health Psychology, Edward Elgar Publishing, doi:10.4337/9781845423308.00052, ISBN 978-1-84542-330-8, retrieved 2025-05-06
- ^ a b Seal, Craig R; Boyatzis, Richard E; Bailey, James R (2006). "Fostering Emotional and Social Intelligence in Organizations". Organization Management Journal. 3 (3): 190–209. doi:10.1057/omj.2006.19. ISSN 1541-6518.
- ^ "The Future of Leadership Development with Dr. Richard Boyatzis | Lead Read Today | Lead Read Today". fisher.osu.edu. 2025-02-25. Retrieved 2025-05-19.
- ^ Passarelli, Angela M.; Moore, Sarah; Van Oosten, Ellen B. (2022). "How leaders and their coaches describe outcomes of coaching for intentional change". Consulting Psychology Journal. 74 (4): 329–346. doi:10.1037/cpb0000240. ISSN 1939-0149.
- ^ Dyck, Loren R.; Lovelace, Kathi J. (2012). "Finding a Fit With Fitness: Applying Intentional Change Theory in Worksite Health Promotion Programming". Journal of Workplace Behavioral Health. 27 (1): 12–31. doi:10.1080/15555240.2012.640577. ISSN 1555-5240.
- ^ Smith, Melvin; Ellen, Van Oosten (2019-09-01). "Coaching for Change". Harvard Business Review. ISSN 0017-8012. Retrieved 2025-05-19.
- ^ Boyatzis, Richard E.; Hullinger, Alicia; Ehasz, Sharon F.; Harvey, Janet; Tassarotti, Silvia; Gallotti, Anna; Penafort, Frances (2022-06-01). "The Grand Challenge for Research on the Future of Coaching". The Journal of Applied Behavioral Science. 58 (2): 202–222. doi:10.1177/00218863221079937. ISSN 0021-8863.