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Running head: LEARNING ACTIVITY 1.

6: ADVANCED CHANGE THEORY 1

Learning Activity 1.6: Advanced Change Theory

Students Name

University/College
LEARNING ACTIVITY 1.6: ADVANCED CHANGE THEORY 2

Quinn considers a change hypothesis that is known as the Advanced Change Theory

(ACT). The ACT principles focus on individuals who practice ACT and how their work

empowers and changes themselves so that they are in accordance with the vision of attaining a

common good. Essentially, it allows them to conduct themselves in a manner that is beneficial to

the organization. The ACT relies on the regulating reductive, power coercive and experimental

level headed speculations. It improves the three variables and acts as a substantial reason for the

change to be beneficial (McCloud, Tilley-Lubbs, Chang, Popova, & Smart-Smith, 2015). The

ACT is comprised of end standards that are part of the change hypothesis.

The first principle entails a creation of the developing system. In this case, it can be

addressed through the development of a community that can grow adopt and learn. Members are

included to take part in the new norms of the hierarchy. This is the responsibility for the leader to

ensure that everyone participates in the system. Secondarily, the proponents of the ACT should

self-reflect on their values and determine aspects of self-deception. This ensures that any issues

are avoided, and all stakeholders are aware of their role in the system (Boyatzis, 2006). The

proponents should also align their actions and behaviors so as to prevent integrity gaps.

Personal change can also be achieved through alignment and clarification of actions. The

practitioners should have personal integrity which ensures that they can achieve a particular end.

In this context, the individual has to be confident that they will perform exemplary in a particular

situation. Additionally, the authors assert that ACT proponents should act at the edge of chaos to

engage with vagueness to come up with a new vision (Quinn, Spreitzer, & Brown, 2000). This is

the vision for a collective good. It arises when external forces do not pressure the individual, and

they have the opportunity to sacrifice themselves personally for the greater good of humankind.

Taking action at the edge of chaos is imperative. Additionally, the practitioner should maintain
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admiration for others involved in change. They should also inspire others, and this encourages

the changes. In the end, both the self and the system will be modified (Hassanzadeh, 2014).

The ACT and a Christian worldview can work together as it suggests ways that change is

essential as a leadership strategy. Primarily, it can be seen in the Bible where Jesus avoided the

religious hierarchy and chose fishermen. It leads to a journey where many individuals come

together to work towards a common known, in this case know as a collective fulfillment

(McCloud, Tilley-Lubbs, Chang, Popova, & Smart-Smith, 2015).

The principles detail the conclusive aspects of the change hypothesis method. The

authors use cases of Jesus, Martin Luther King and Gandhi ho applied in ACT. Even though

these examples could influence someone to denounce the theory as an adequate hypothesis to

describe the actualization of change. However, the authors believe that it even though changes

could at first be seen as minimal, they have the potential to evolve and become larger with time.

It would lead to progress and developments in an organization. It can be difficult to achieve

change initially, but progress will be achieved with time. The authors detail the importance of

using contemporary illustrations of the ACT both at home and in the work environment

(Hassanzadeh, 2014). In this case, the ACT has some form of legitimacy. However, its

unpredictable nature has to be analyzed so as to ascertain that it can be applied by a standard

pioneer.

In conclusion, change begins with ourselves before changing others. In this case,

individual will have to consider the new belief system and practices allowing them to influence

others to change. The Act is an adequate theory to describe the process of change.
LEARNING ACTIVITY 1.6: ADVANCED CHANGE THEORY 4

References

Boyatzis, R. (2006). Intentional change theory from a complexity perspective. Journal of

Management Development, 25(7), 607-623.

Hassanzadeh, J. F. (2014). Leader-member Exchange and Creative Work Involvement: The

Importance of Knowledge Sharing. Iranian Journal of Management Studies, 7(2), 377-

398.

McCloud, J., Tilley-Lubbs, G. A., Chang, R., Popova, D., & Smart-Smith, P. (2015). Curricular

Change at the Vortex. Creative Approaches to Research, 8(1), 4-21.

Quinn, R. E., Spreitzer, G. M., & Brown, M. V. (2000). Changing others through changing

ourselves. The transformation of human systems. Journal of Management Inquiry, 9(2),

147-164.
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