Creating earthquakes to change organizational mindsets

Analyzing the Impact of Banking laws and Legislations on the Converting of Conventional Banks into Islamic in Libya

“…Research on change management has long recognised the resistance to change as the key barriers to organisational transformation and strategic renewal (Harris and Ogbonna, 1998;Jackson et al, 2000;Reger et al, 1994). Resistance to change is related to the individuals' psychological aspects such as the feeling of insecurity, risk avoidance, and fear of the unknown.…”

“…For instance, Harris and Ogbonna (1998) pointed out that the willingness to change represents one of the fundamental factors affecting the successful implementation of change in organisations. Reger et al (1994) suggested that the willingness as a psychological condition that links the individual to the course of action within the organisation to carry out a range of actions necessary for the successful implementation of change initiatives. Thus, it is argued here that willingness to change is one of the key determinants of the success of transforming conventional retail banking into Shariahcompliant financial system.…”

An Interactive and Experiential Game for Promoting Organizational Values

“…If values are promoted with an aim to adapt ways of working to suit the values at either the individual or organizational level, the differences between ideals and reality must be made visible (e.g. Reger et al 1994), and actions towards the values need to be supported. Action orientation within the game can come up in many ways.…”

“…the prevailing corporate culture (Schein 1985, Argyris & SchOn 1978. However, it has been proposed that they have a potential change impact on organizational culture by achieving a dynamic gap between current and ideal culture (Hatch 1993, Reger et al 1994. Imitation of an "ideal" set of values such as that listed by Peters and Waterman (1982) is not related to successful financial performance (Barney 1986, Denison 1990).…”

“…fu many successful cultural transformation efforts, the desired principles and values are not only promoted at the start but reinforced by supportive changes in organizational systems and procedures. Reger et al (1994) refer to this as tectonic change where large leaps are supported by continuous improvements.…”