ORGANIZATIONAL CHANGE MANAGEMENT

Organizational Change Management

Organizational Change Management

Introduction

Synergetic Solutions Incorporated is in a situation most successful organizations experience over time. Synergetic Solutions has experienced stagnation in its primary business, systems integration. There are numerous courses of action a company may choose in this situation. One option would be to make no changes and wait for the market to recover. Another option would be to undertake some changes in an effort to counteract the market stagnation. An overview of the Cheif Executive Officer's (CEO) and Chief Operating Officer's (COO) solutions to change within my organization will be provided. An explanation of different change models followed by an in-depth demonstration of Lewin's Force Field Analysis Model for change will be used to show how using thoughtful and well-planned actions can control change within my organization.

Change Management Theories Overview

Change management methodologies reflect the internal structure of an organization; mechanistic organizations tend toward procedural interventions and organic organizations tend toward whole system interventions. According to Newman and Fitzgerald (2001), Lewin's Force Field Analysis model for change and action research underlie(s) most current OD approaches (Fitzgerald, 2001), but Current practice goes beyond original formulations to emphasize…emergent processes.

Mellish's statement, synergy to coexist in pursuit of collective interest based in mutual understanding is recognizable in the other pole of change management theory, whole systems theory (Mellish, 1999). Managing and Binzagr (1996) wrote that whole systems methodologies are based on six assumptions (Managing and Binzagr, 1996):

Organizations are viewed as whole systems. (Synergy)

Viewing organizations as whole systems requires the creation of dialogue among all organizational stakeholders. (Mutual Understanding)

Organizations do not exist, but organizing processes and procedures do. (Collective Interests)

What we perceive as our collective organization reality becomes the organization that is created. (Synergy and Mutual Understanding)

Individuals within an organization have the capability to self organize and redefine their reality. (Coexist in pursuit of Collective Interests)

Humanity shares a set of universal values that are inherently 'good' and these values will ultimately influence voluntary collective action. (Synergy to coexist in pursuit of collective interest-based on mutual understanding).

My organization Change Management

Synergetic Solutions Inc.

Harold Redd, CEO of Synergetic Solutions, decided to venture into a new market, networking solutions, with surprising initial success. The success of the initial foray prompted the CEO to develop a new vision for his company. The newly revamped company would generate 80% of its total revenue from networking solutions. Implementation of the new business paradigm required substantial changes in the company's structure.

Internal and External Drivers of Change

Lewin's Force Field Analysis Model of organizational change suggests that certain driving forces push organizations toward a new state of affairs. These driving forces can be external or internal. Three external drivers of change affecting Synergetic Solutions can be identified (Arena, 2003):

The stagnating systems integration market. This condition drove the CEO of Synergetic Solutions to venture into the networking solutions market.

A positive initial foray into the networking solutions market. This success drove the CEO to train and certify some of his best employees in networking ...