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• W1509718513 abstract "Intentional Changes is an important book. It suggests different approaches to the way in which we try to implement change. It provides, as do most important books, much that you will disagree with. Tough’s conclusions are based on studies that are likely to be unknown to you. The book is interesting, well written, and short. Comments Postprint version. Published in Academy of Management Review, Volume 8, Issue 3, July 1983, pages 509-511. Publisher URL: http://www.aom.pace.edu/amr/ The author asserts his right to include this material in ScholarlyCommons@Penn. This review is available at ScholarlyCommons: http://repository.upenn.edu/marketing_papers/124 Published in Academy of Management Review, 8, 1983, 509-511. Book Review: Intentional Changes: A Fresh Approach to Helping People Change, by Allen Tough, Chicago: Follette Publishing Co., 1982. J. Scott Armstrong The Wharton School, University of Pennsylvania Intentional Changes is an important book. It suggests different approaches to the way in which we try to implement change. It provides, as do most important books, much that you will disagree with. Tough’s conclusions are based on studies that are likely to be unknown to you. The book is interesting, well written, and short. If I am correct, why haven’t you heard about this book before? I believe these statements also apply to Tough's earlier book, The Adult’s Learning Projects (1979), and my guess is that you have not heard about that one either. Tough's books perhaps are too revolutionary for those in management education. You might like the philosophy (it is similar to that promoted by Carl Rogers), but Tough’s books go beyond philosophy. They provide evidence and have implications that are threatening to our traditional approaches to change. From this brief review you can decide whether it might be helpful for any of your own intentional changes. Tough tried an approach that seldom has been used in research on how people change: he asked them. The bulk of his evidence, then, is based on personal interviews with 150 individuals from 9 locations, 3 each in Canada, the United States, and England. Each person was asked to discuss his or her intentional changes for the two years preceding the interview. In addition to the survey, Tough drew on a substantial amount of prior research. Although I try to keep up with this literature, this book introduced me to much new research. Much of the literature was in sources that are difficult to obtain. For example, of the 165 sources cited, 2 were unpublished manuscripts, 18 were Ph.D. theses, 11 were proceedings from conferences, and many were in obscure journals or in books published by small publishing houses. (One suspects that research on self-change is more difficult to publish than is research on how to change others.) The prior research was brought together in an intuitive yet clear and convincing manner. Those interviewed did report making changes. Almost all of the 150 respondents reported significant changes, and 31 percent were able to describe “a huge or enormous change” within the two year period. Only 3 percent labeled their changes as “trivial,” and only 4 percent were unable to cite any change. The most common area of change (33 percent of all changes) related to people’s jobs. This included changing jobs, learning new responsibilities, changing operations within one’s own small business, or gaining competency for certain aspects of jobs. (Interestingly, people with little formal education devoted more of their efforts to job related changes.) Almost all changes were viewed in a positive light. Only 3 percent said that the change “has done more harm than good.” The most important findings, in my opinion, related to responsibility for change. People took credit for their changes; they assigned themselves about 70 percent of the credit for choosing, planning, and implementing changes. Although they sought help from others, they generally gave credit to nonprofessionals rather than to professionals. Furthermore, they gave more credit to “one-to-one interaction” than to group interaction. One of the most interesting findings was that professionals in group settings received little credit for choosing, planning, or implementing change (.3 percent, 1 percent, and 2 percent, respectively, on Tough’s scale). It is easy to find alternative explanations for Tough’s results. For example, it is known that people often are unaware of how they learn (Nisbett & Wilson, 1977), so why should one believe this survey? Furthermore, the findings by Sigall, Aronson, and van Hoose (1970) that respondents want to cast themselves in a favorable light could explain why they would take the credit for their changes." @default.
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• W1509718513 title "Review of Allen Tough, Intentional Changes: A Fresh Approach to Helping People Change" @default.
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