Advanced Change Theory
As we gain a better understanding of how to make adaptive change, Robert E. Quinn, Gretchen M. Spreitzer, and Matthew V. Brown derive a set of principles that comprise what we call Advance Change Theory (ACT). With these principles you will see that it deals with practitioners and other leaders. They called ACT advance because this change strategy is less observable and more complex than the traditional change strategies of rational persuasion, coercion, or participation. ACT was not very observable due to it being used less frequently than other strategies. ACT is not understood because it transcends the assumption of self-interested, transactional human behavior, which permeate more transactional change theories.
As we gain a better understanding of how to make adaptive change, Robert E. Quinn, Gretchen M. Spreitzer, and Matthew V. Brown derive a set of principles that comprise what we call Advance Change Theory (ACT). With these principles you will see that it deals with practitioners and other leaders. They called ACT advance because this change strategy is less observable and more complex than the traditional change strategies of rational persuasion, coercion, or participation. ACT was not very observable due to it being used less frequently than other strategies. ACT is not understood because it transcends the assumption of self-interested, transactional human behavior, which permeate more transactional change theories.