Anfara &Mertz (2006) explored the theoretical framework for a study done by Kearney & Hyle (2003) on the effects of change on individuals in an organization. The researchers examined change in organizations using the Kubler-Ross (1969) study as their theoretical framework. Kearney had experienced the change at WorldCom when it merged with MCI where she was working as a senior corporate trainer. Later Kearney, while working on her Doctorate, met Hyle, who had studied work related change within an educational environment. The researchers examined the personal emotions that workers go through when there are major changes.
Day & Shannon (2016) describes the period of change as a transition which has personal implications and outcomes for individuals involved in the situation. The authors define transition as the “personal, emotional and mental process a person goes through to adapt and accept change” (p. 297). The transition period, according to Day & Shannon (2016), is period on internal conflict. Individuals experience differing emotions because of the change that was introduced into their work environment. Kearney & Hyle (2003) applied the Kubler-Ross (1969) Theory of Grief to the study of change within the workplace.
The theory which has been widely used to describe the stages of grief a person experiences when death occurs or is eminent. The theory holds that people go through five stages of grief: denial and isolation, anger, bargaining, depression, and acceptance. Kearney & Hyle (2003) selected a technology training high school to conduct their study using Kubler-Ross as their theoretical lens. Purpose of this Study The purpose of this study was to observe the effects of significant changes in the work environment on individuals at educational institutions.
Kearney & Hyle (2003) suggested that individual’s emotions where not taken into account when organizations make considerable changes. The researchers concluded that in educational organizations the effects on individuals are rarely examined and make the assumption that the lack of attention may be a reason changes have trouble taking place in schools. Davidson (2013) suggests that paying attention to the Kubler-Ross lens may help organizations, in a change environment, through the process of effectively ommunicating with the individuals experiencing difficulties.
Kearney & Hyle (2003) hold that by using the Kubler-Ross theoretical lens it may allow organizations to leverage the knowledge of the stakeholder’s emotions to implement and deal with the change. It appears that the study could answer questions as to how to deal with individuals experiencing the stages of grief. The purpose would seem to be to better prepare for a workplace transformation and allow leadership to identify the emotions in play and align communication and engagement.
Day & Shannon (2016) hold that organizations need to focus on the individual emotions of employees when introducing change management. They appear to agree with Kearney & Hyle (2003) assumption that human emotion, and in particular grief occurs when a sizeable change is made in the workplace. The purpose of the study was to look at the feeling of loss or grief that is experienced by the individual and to determine the relation to failure to make educational changes in an institution. Study Details As mentioned earlier in this paper, the site for the study by Kearney & Hyle (2003) was a technology training high school.
The training school was part of a district in a rural location in the Southwestern region of the United States. The training schools stakeholders were high school students, adults, and people in industry. According to Kearney & Hyle (2003) the district had a five member board that was publically elected and was funded through local and state taxes. They also received funds through grants and other revenue sources. After 17 years the superintendent appeared to be getting ready to retire and new Assistant Superintendent seemed to be getting groomed to take over.
It was expected that changes from the state and that of new leadership would occur. The focus of the study was to see what impact the change would have on employees and what the changes would occur statewide to the technology training schools. The methods used by Kearney & Hyle (2003) included gathering demographic information. The volunteer respondents were asked to make two drawings which explained their experiences at the school. The drawings would later guide an unstructured interview. The respondents were asked to explain their emotions hat were depicted in the drawings.
Over the course of 8 weeks the interviews and follow-up sessions took place. The data analysis was conducted by categorizing the responses using the Kubler-Ross stages of grieving. The data was coded using the drawings and an emotions list. The results showed grief occurred when the organizational change were made at the local and state level. Kearney & Hyle (2003) concluded that the emotions felt were unique to the individual but were also felt even though the participant’s felt the changes were good.
The researchers also suggested that the data supported the Kubler-Ross theory that the stages of grief occurred while anticipating the adjustment as well as experiencing the actual change. Theoretical Framework The theoretical framework for the Kearney & Hyle (2003) study was to use Kubler-Ross model of the five stages of grieving. The researchers believe that the stages of grief occur as a change model in the work environment. The framework that they used applied the same stages of grief, denial and isolation, anger, bargaining, depression, and acceptance to the work environment.
The lens being used allows for each person’s journey or perceptions while going through change. Kearney & Hyle (2003) use the theory to see if the changes in the workplace create the same stages. Using the Kubler-Ross lens also allows the researcher to see that the stages may come at different times or in atypical order. Kearney & Hyle (2003) selection of Kubler-Ross allowed the researchers to focus on the individuals in the change situations. They suggest that a framework needs to make the data visual. While Kubler-Ross theory is not linear, it gives the researchers a framework that shows relationships and is easy to define.
The ability to define the categories allows the researcher to display clear data. Davidson (2013) suggests that by using the Kubler-Ross lens an organization take the results and can put together components to create a foundation for change. Kearney & Hyle (2003) describe the process of selecting their framework as a search for the best fit. They explored other frameworks but concluded that they could not find a lens that had been as well researched or supported for their study. Their conclusion was that the Kubler-Ross lens was the most operational and allowed for a clear design.