CHANGE IMPLEMENTATION MODEL

Change Implementation Model



Change Implementation Model

Introduction

Organisational development is a designed organisation-wide effort by peak administration to increase organisational effectiveness and wellbeing, through producing designed interventions in its usual processes. This enables the organisation to advance and better attain their objectives .This essay will discuss and critique designed change models and their effectiveness in a quickly changing organizational environment. As change is an ever emergent, messy and unpredictable component in the natural environment , it produces ambiguity and uncertainty. It may thus be difficult to predict and make designed changes to an organisation, with the external natural environment itself quickly changing. In fact, uncertainty in the business natural environment has become so large, the case for designed change is easily undermined .(Wisner, 2003,1) The designed change models will thus be analysed here to referee their achievability for designed change in an ever-changing environment.

PLANNED CHANGE MODELS

Because the business natural environment changes quickly, change administration is a process that needs to be constructed into every organisation's structure. Managers require to reconsider the organisation's products, processes, procedures and policies every couple of years to hold up with change in the external environment. However, it must be recalled that change programmes of any sort are long-run efforts that require to be sustained over time. Considering this, countless unexpected ecological changes can take place which can affect the designed changes and hurl them off-track, especially when the change programmes are stretched over such long periods of time that make them susceptible to external elements. These changes may be in the pattern of a new discovery in data technology, or new information coming from microbiology and genetics in the pharmaceutical industry.(Ireland,2003,969)

At the same time, since organisational development and change involves directed behavioural science discipline, changes in the natural environment can also cause shifts in the behaviours and mindsets of organisational members engaged in the change process. The difference in behaviours and mindsets may convey about disagreements in the midst of the change process, and cause the whole designed change process to be compromised. This goes to show that designed change is difficult to achieve as the natural environment continuously changes with new information that affects the mindsets and ideals of the persons in it.

Organisational development is also a collaborative effort between organisational members and the OD practitioners engaged , so relationships are significant in an organisational development programme. A common border of reference should thus be established and sustained for the change events to be successful.(Garg, 1999,153) Failure to manage so "may lead to defective diagnosis or to a communications gap", which in turn could lead to a resistance to the change. But sustaining such a collaborative relationship may, in itself, be a challenge. For demonstration, if a recommended change design is challenged by another constituent, conflicts may arise. The organisational members and organisational development practitioners require to trust one another, for the organisational development events to work smoothly. Failure to sustain a wholesome employed relationship, and distrust or conflict, could cause the change process to ...