Natasha Winkler-Titus

Natasha Winkler-Titus
University of Pretoria | UP · Department of Human Resource Management

Doctor of Psychology


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Citations since 2017
3 Research Items
0 Citations
A management consultant focussing on organisational effectiveness, development and facilitating change and leadership development by day; reading in and researching on socio-political context and power in OD and change by night. President-elect for the society of IO Psychology in South Africa.


Publications (3)
Full-text available
Purpose: Burn to be heard, #Blacklivesmatter, #COVID-19. These slogans have sharpened society’s focus on inequality and resistance to injustice. Power in organisational management literature has predominantly been confined to power dynamics related to organisational structure or hierarchy and applying an identity lens has been limited to subjective...
Full-text available
This study draws from a previous study where a model of unplanned forced change was developed. It now looks at how the organisation managed this unplanned process when change was forced upon them.
Conference Paper
Full-text available
Power in the Organisational Development and change (ODC) literature has predominantly been situated within the organisational structure and applying an identity lens to change has been theorised from a planned change perspective. This paper offers an explanation of unplanned change forced on an organisation from a socio political and socioeconomic...



Project (1)
Organisations are frequent targets for social activists aiming to influence society by first altering organisational policies and practice (Briscoe & Gupta 2016). Especially in resource-restricted times, we observe a broader context of socio economic and political pressure creating stress on organisations and its leaders. We observed just such a case, at the heart of the education sector in South Africa. This study aims to make a contribution toward understanding how the context influenced change. Further, historically change models were predicted on assumption that the organisation is the key actor. In this case, the primary drivers of change were associated with the organisation but in no ‘formal’ position of power. An embedded, single (interpretivist) case study design has been approved and the strategy of inquiry will be nested in constructivist grounded theory following (Charmaz 2006) thinking. A theoretical sampling strategy is followed; data to include semi-structured interviews with stakeholders both internal and external to the organisation, documents and observations. A reiterative process starting with causal process tracking and followed by co-variational analysis will be done on multiple examples of similar output variables within the case. Data and informant triangulation, to expedite validity, will be conducted and along with a rigid case protocol will further enhance quality.