2.1.pdf

Chapter 2: The nature of organizational change Types of change Grundy considered three ‘varie$es of change’: - Smooth incremental change: evolves slowly in a systema$c and predictable way (developed economies); - - Bumpy incremental change: characterized by periods of rela$ve calm, punctuated b...

Chapter 2: The nature of organizational change Types of change Grundy considered three ‘varie$es of change’: - Smooth incremental change: evolves slowly in a systema$c and predictable way (developed economies); - - Bumpy incremental change: characterized by periods of rela$ve calm, punctuated by accelera$on in the pace of change.  Triggers: both the environment and internal ini$a$ves such as the periodic restructuring that organiza$ons go through to improve eJciency.  Associated with the means by which organiza$ons achieve their goals, rather than as a change in the goals themselves. Disconnuous change: change which is marked by rapid shi>s in strategy, structure, or culture or in all three (e.g.: priva$za$on of previously publicly owned u$li$es).  Triggers: response to sudden and unpredictable high levels of environmental turbulence. Models of change Leaders then deepen the impact of change by persis$ng in the changes, not moving on to other ini$a$ves but rather constantly reinforcing exis$ng e:orts. We will now consider four approaches to theorizing about how major changes can be implemented. These are: 1. Clinical approach: organiza$onal development (OD) is an integrated framework of theories and prac$ces capable of solving or helping to solve most of the important problems confron$ng the human side of organiza$ons. 2. Linear approach: the linear paradigm re8ects the in8uence of Lewin’s three-stage model of change, which encompasses the following points: unfreezing, moving and refreezing. 3. Systems approach: to op$mize the social and technical sub-systems in work seLngs. 4. Emergent change: 1. Build-up stage (within which you need to appoint, nurture and encourage leaders who combine leadership quali$es alongside a willingness to acknowledge personal limita$ons). 2: breakthrough stage (during which the organiza$on needs to build a passion for its business, (products/services/capabili$es/technologies/technologies and people. 8