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Influencing Behavior During Planned Culture Change: a Participatory Antioch University AURA - Antioch University Repository and Archive Student & Alumni Scholarship, including Dissertations & Theses Dissertations & Theses 2016 Influencing Behavior During Planned Culture Change: A Participatory Action Research Case Study Michael Valentine Antioch University - PhD Program in Leadership and Change Follow this and additional works at: http://aura.antioch.edu/etds Part of the Industrial and Organizational Psychology Commons, Leadership Studies Commons, and the Organizational Behavior and Theory Commons Recommended Citation Valentine, Michael, "Influencing Behavior During Planned Culture Change: A Participatory Action Research Case Study" (2016). Dissertations & Theses. 322. http://aura.antioch.edu/etds/322 This Dissertation is brought to you for free and open access by the Student & Alumni Scholarship, including Dissertations & Theses at AURA - Antioch University Repository and Archive. It has been accepted for inclusion in Dissertations & Theses by an authorized administrator of AURA - Antioch University Repository and Archive. For more information, please contact [email protected], [email protected]. INFLUENCING BEHAVIOR DURING PLANNED CULTURE CHANGE: A PARTICIPATORY ACTION RESEARCH CASE STUDY MICHAEL VALENTINE A DISSERTATION Submitted to the Ph.D. in Leadership and Change Program of Antioch University in partial fulfillment of the requirements for the degree of Doctor of Philosophy September, 2016 This is to certify that the Dissertation entitled: INFLUENCING BEHAVIOR DURING PLANNED CULTURE CHANGE: A PARTICIPATORY ACTION RESEARCH CASE STUDY prepared by Michael Valentine is approved in partial fulfillment of the requirements for the degree of Doctor of Philosophy in Leadership and Change. Approved by: Elizabeth Holloway, Ph.D., Chair date Mitchell Kusy, Ph.D., Committee Member date Ashley Lackovich-Van Gorp, Ph.D., Committee Member date Stephen A. Stumpf Ph.D., External Reader date Copyright 2016 Michael Valentine All rights reserved Acknowledgements A journey is not marked by the starting point or the destination but by those who provide you gifts along the way. My Dad I owe a debt of gratitude to so many individuals who have supported this academic pursuit. I would like to acknowledge the faculty of Antioch University’s PhD in leadership and change program for creating the foundation for an exceptional PhD journey. I would like to thank my committee chair and academic advisor Elizabeth Holloway. Her amazing coaching, providing just the right amount of nudging and nurturing to get me to the dissertation finish. My dissertation committee members Dr. Mitch Kusy, Dr. Ashley Lackovich-Van Gorp and Dr. Stephen A. Stumpf who supported my work in more ways than I can possibly list. Their feedback was received as a gift intended to help me shine as a student and researcher. The entire Antioch community allowed me to see the world differently and is an inspiration for me to make change happen through my work. If not for the loving support of my wife whose patience and unwavering strength lifted me when I was tired and frustrated, the encouragement provided by my classmate and dear friend Cheryl LeMaster to excel as an Organization Development practitioner, the courage of two very special human resource professionals, Cindy Augustine and Holly Brittingham, who took a chance on me and this research, and countless others who encouraged me along the way, my journey to this point would not have been possible. I dedicate this work to my sons, Michael Valentine Jr. and Daniel Valentine in the hope that they will always be lifelong learners and inspire inclusive leadership. i Abstract The study was conducted in a global, for-profit, advertising firm, which initiated a culture change effort focused culture change. The objective of the effort was to manage the negative impact of implicit bias (IB) in the workplace. This type of bias is known to influence behaviors and judgements (Amodio & Mendoza, 2010). It is hypothesized that if employees shift behavior to better understand and manage these biases in the basic work activities that are typical in any organization—like working on a team, making decisions related hiring, developing and promoting talent, and the numerous creative decisions that are typical of designing advertising campaigns—more inclusive practices will result. The case study utilizes Participatory Action Research to understand how leaders and individuals perceive and act on the need to change behavior in the context of the change effort to develop inclusive behaviors. Additionally, the study examined what influences an organizational member to act or resist acting on awareness created by learning event, in this case an implicit bias workshop. Accordingly, the study focused on the path to behavior change. This dissertation is available in open access at AURA: Antioch University Repository and Archive, http://aura.antioch.edu/, and OhioLINK ETD Center, https://etd.ohiolink.edu ii Table of Contents Chapter I: Introduction, Purpose, and Justification ........................................................................ 1 Challenges With Change ............................................................................................................. 1 Importance of Studying Change Dynamics ................................................................................ 1 Study Context .............................................................................................................................. 2 Study Terms and Definitions ....................................................................................................... 3 Purpose of the Study ................................................................................................................... 9 Research Questions ................................................................................................................... 10 Researcher Stance ..................................................................................................................... 12 Researcher Perspective .............................................................................................................. 12 Organization of the Dissertation ............................................................................................... 14 Chapter II: Review of Literature ................................................................................................... 16 Change Landscape ..................................................................................................................... 16 The Relationship Between Organizational Culture and Organizational Change ...................... 18 Behavior Change During Organizational Change Efforts ......................................................... 18 Managing Implicit Bias ............................................................................................................. 19 Organization of Review: A Funnel Approach ........................................................................... 21 Models of Change ..................................................................................................................... 23 Distinctions and Limitations of Change Models ....................................................................... 33 Culture Change .......................................................................................................................... 38 Leadership in the Environment of Change ................................................................................ 47 Behavior in the Environment of Change ................................................................................... 49 Managing Implicit Bias ............................................................................................................. 68 Conclusion ................................................................................................................................. 72 Chapter III: Methodology .......................................................................................................... 74 Background: Study Site ............................................................................................................. 74 Key Stakeholders ....................................................................................................................... 76 Research Design: Considerations .............................................................................................. 77 Participatory Action Research and Action Research: Comparison ........................................... 80 Challenges With PAR ............................................................................................................... 91 Protocol for Study ..................................................................................................................... 94 Implementation of the Study ..................................................................................................... 96 Data Collection and Analysis .................................................................................................... 98 Research Team Participation ................................................................................................... 101 iii Ethical Considerations ............................................................................................................. 103 Summary ................................................................................................................................
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