Discussion 2 week 5 Capstone

The Role of Change in an Organization

Organizational change refers to the steering of an organization towards away from its current state and towards a desirable future state to enhance its effectiveness and efficiency. During the process of initiating change, managers should weigh out the necessity of ongoing operation improvement to address new and unpredictable activities related to the purported change. Many theories have been proposed by different scholars to explain the organizational change. Among the approaches that have been developed to clarify the role of change in an organization is the Forced-Field Theory of Change. Its proponent is Kurt Lewin. This theory tends to explain many forces that arise from the operation of an organization, its structure, culture, and management systems that make it resistant to change. Consequently, there are a variety of forces emanating from changing activities and general environment that pressurize organization towards change (Lewin, 1951). For a change to be realized managers must seek for ways to increase the pressure for change, reduction of resistance for alteration or perform both concurrently.

In any organization strategic planning requires the manager to strategize on the most suitable way to effect change. Some organizations need modifications to be initiated fast while others require a slow pace of change initiation. When an organization faces a drastic change and unexpected change, there will be no option left rather than the implementation of the revolutionary change. Such radical change may be as a result of a shift in economic climate or a new technological enhancement that is vital to the operation of the organization (Watzlawick, Weakland, & Fisch, 1974). Forced-field theory of change is essential to consider while effecting these drastic changes. It provides the basis of managing change in three steps. First is the assessment of the need for change through the recognition of an existing challenge and identifying the source of such problems. Secondly, deciding on the required change following the ideal future of the organization state and the difficulties during the shift. Third, the application of the change and deciding on the direction of initiating the change. Finally, is the evaluation of change through a comparison of situations before and after the change or by applying a benchmark.

When applying these changes, it is important to consider some ethical issues. First, respect of opinions of the employees within the organization towards the proposed change. It will enable the managers to collect information on perception of individuals towards the change and determination of the impact of effecting the change. Secondly, giving prior notice to different areas within the company that might be affected by the change. The employees will prepare psychologically and adjust accordingly preventing resistance that might arise on the proposed change. Finally, the authority through which the change is administered should be focused to make the involved parties aware of the root of evolution and its importance. However, if these ethical issues are not considered, there is a high possibility of resistance among the people targeted to embrace the change. The challenge of resistance is prevented through giving proper education on the proposed amendment and explaining all its beneficial aspects to the people and the organization. It is also essential to collect the views of the employees towards the change and conduct an analysis of the opinions to be more accommodative during implementation to prevent resistance. Organizational change is, therefore, a fundamental exercise and should be handled cautiously to be successful.

References

Lewin, K. (1951). Field Theory in Social Science. New York, NY: Harper

Watzlawick, P., Weakland, J. H., & Fisch, R. (1974). Change: Principles of Problem Formation and Problem Resolution. Oxford, England: W.W. Norton