Developing and Testing the Successful Change Measurement Scale: A New Model Based on a Novel Conceptualization of David Gleicher's Organizational Change Formula

Date of Award

2025

Document Type

Dissertation

Degree Name

Doctor of Organization Development & Change (D.O.D.C.)

Department

Organization Development

First Advisor

Steven Cady (Committee Chair)

Second Advisor

Rachel Vannatta (Other)

Third Advisor

Carol Gorelick (Committee Member)

Fourth Advisor

Truit Gray (Committee Member)

Abstract

Despite the widespread use of change management models in organizational settings, many remain unvalidated and are based more on practitioner observation than academic research. One such model is The Change Formula (TCF), a heuristic developed by David Gleicher in the 1960s to explain observed phenomena present within organizational change efforts. Although widely referenced and adapted, TCF has never undergone empirical validation of its latent factor structure. This dissertation addresses that gap by introducing the Successful Change Formula (SCF), a refined and novel version of TCF, and empirically tests its constructs through exploratory analysis. The study employed quantitative research to provide initial support for a valid and reliable measurement of successful change. Using data from 404 organizational change participants, multiple exploratory factor analyses (EFA), multi-dimensional scaling (MDS), and confirmatory factor analyses (CFA) were conducted to evaluate construct validity, item reliability, and model fit. Through iterative item refinement and scale development, an empirically supported three-factor hierarchical model emerged, comprising: 1) Conditions Needed for Change (C), 2) Intention to Change (I), and 3) Change Execution (E). The resulting model demonstrated acceptable internal consistency (α > .89), strong item loadings, and alignment with organizational change theory. This research advances change management theory by providing empirical support for a foundational framework. It provides initial support for a future, reliable, and valid instrument for practitioners and scholars seeking to influence and guide organizational change initiatives. Furthermore, the study also provides an initial indication of the scale’s future capability to predict successful change outcomes in organizations. By bridging a 60-year gap between theory and evidence, this dissertation lays the groundwork for future studies to refine the SCF model, examine its predictive capabilities, and enhance its practical applicability across diverse organizational contexts.

Link to Full Text

Share

COinS