Your Guide Basic Context for Organizational Change

© Copyright Carter McNamara, MBA, PhD, Authenticity Consulting,

LLC, experts in organizational change.
Adapted from the Field Guide to Consulting and Organizational
Development and Field Guide to Consulting and Organizational
Development with Nonprofits.

It seems like the topic of organizational change has reached

Carter
McNamara MBA, PhD evangelical proportions. There's an explosion of literature about the
subject and an accompanying explosion in the number of consultants
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who offer services in this general area. The following information
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attempts to provide some basic perspective about the concept of
About Library organizational change. (See the and listed at the end of this article.)
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What's "Organizational Change?"

Typically, the concept of organizational change is in regard to
organization-wide change, as opposed to smaller changes such as
adding a new person, modifying a program, etc. Examples of
organization-wide change might include a change in mission,
restructuring operations (e.g., restructuring to self-managed teams,
layoffs, etc.), new technologies, mergers, major collaborations,
"rightsizing", new programs such as Total Quality Management, re-
engineering, etc. Some experts refer to organizational transformation.
Often this term designates a fundamental and radical reorientation in
the way the organization operates.

What Provokes "Organizational Change"?

Change should not be done for the sake of change -- it's a strategy to
accomplish some overall goal. (See Organizational Performance
Management.) Usually organizational change is provoked by some
major outside driving force, e.g., substantial cuts in funding, address
major new markets/clients, need for dramatic increases in
productivity/services, etc. Typically, organizations must undertake
organization-wide change to evolve to a different level in their life
cycle, e.g., going from a highly reactive, entrepreneurial organization
to more stable and planned development. Transition to a new chief
executive can provoke organization-wide change when his or her new
and unique personality pervades the entire organization.

Why is Organization-Wide Change Difficult to

Accomplish?
Typically there are strong resistances to change. People are afraid of
the unknown. Many people think things are already just fine and don't
understand the need for change. Many are inherently cynical about
change, particularly from reading about the notion of "change" as if it's
a mantra. Many doubt there are effective means to accomplish major
organizational change. Often there are conflicting goals in the
organization, e.g., to increase resources to accomplish the change yet
concurrently cut costs to remain viable. Organization-wide change
often goes against the very values held dear by members in the
organization, that is, the change may go against how members believe
things should be done. That's why much of organizational-change
literature discusses needed changes in the culture of the organization,
including changes in members' values and beliefs and in the way they
enact these values and beliefs.

How Is Organization-Wide Change Best Carried

Out?
Successful change must involve top management, including the board
and chief executive. Usually there's a champion who initially instigates
the change by being visionary, persuasive and consistent. A change
agent role is usually responsible to translate the vision to a realistic
plan and carry out the plan. Change is usually best carried out as a
team-wide effort. Communications about the change should be
frequent and with all organization members. To sustain change, the
structures of the organization itself should be modified, including
strategic plans, policies and procedures. This change in the structures
of the organization typically involves an unfreezing, change and re-
freezing process.

The best approaches to address resistances is through increased and

sustained communications and education. For example, the leader
should meet with all managers and staff to explain reasons for the
change, how it generally will be carried out and where others can go
for additional information. A plan should be developed and
communicated. Plans do change. That's fine, but communicate that the
plan has changed and why. Forums should be held for organization
members to express their ideas for the plan. They should be able to
express their concerns and frustrations as well.

Some General Guidelines to Organization-Wide

Change
(Note that the library topic Basic Overview of Major Methods and
Movements to Improve Organizational Performance includes overviews
of major methods and movements associated with organizational
change. Readers would best be served to read the following basic
guidelines as foundation for carrying out any of the methods
associated with organizational change.)

In addition to the general guidelines listed above, there are a few other
basic guidelines to keep in mind. 
1. Consider using a consultant. Ensure the consultant is highly
experienced in organization-wide change. Ask to see references and
check the references. 
2. Widely communicate the potential need for change. Communicate
what you're doing about it. Communicate what was done and how it
worked out. 
3. Get as much feedback as practical from employees, including what
they think are the problems and what should be done to resolve them.
If possible, work with a team of employees to manage the change.
4. Don't get wrapped up in doing change for the sake of change. Know
why you're making the change. What goal(s) do you hope to
accomplish?
6. Plan the change. How do you plan to reach the goals, what will you
need to reach the goals, how long might it take and how will you know
when you've reached your goals or not? Focus on the coordination of
the departments/programs in your organization, not on each part by
itself. Have someone in charge of the plan.
7. End up having every employee ultimately reporting to one person, if
possible, and they should know who that person is. Job descriptions
are often complained about, but they are useful in specifying who
reports to whom.
8. Delegate decisions to employees as much as possible. This includes
granting them the authority and responsibility to get the job done. As
much as possible, let them decide how to do the project.
9. The process won't be an "aha!" It will take longer than you think. 
10. Keep perspective. Keep focused on meeting the needs of your
customer or clients. 
11. Take care of yourself first. Organization-wide change can be highly
stressful. 
12. Don't seek to control change, but rather to expect it, understand it
and manage it. 
13. Include closure in the plan. Acknowledge and celebrate your
accomplishments.
14. Read some resources about organizational change, including new
forms and structures