Oh Change... Now Na! (Aerianne Mendoza)

For the past few blogs, we’ve talked about different Organizational Development Interventions (ODIs). Considering my entries alone, I already discussed two. Deng discussed three more and still other ODIs are to follow from our colleagues Deirdre and Fritz. These ODIs can be done to bring about positive changes in any organization.

Oh. Change. We dread this at times for it seemingly rocks what is stable and perfect already. but change is the only key to survival for any organization. Without the ability to change to adapt to the ever dynamic environment, organizations are surpassed by competitors who can better cater to volatile publics. So aside from the ODIs, we have to learn about change and how to initiate it.

One type of organizational change is organizational transformation. Organizational transformation is a drastic or very sudden change of structures and culture within the organization. It happens to organizations that have just undergone mergers, take-overs and restructuring. Organizational transformation also happens to organizations when:

There is environmental discontinuity – the organization’s publics do not like the services of the organization
There is downsizing in the company

Now, is this change solely negative or positive? Can it be viewed just in black or white? Organizational transformation is not good or bad per se. The goodness or badness of transformation depends on how the organization works on the change process. If change is initiated and developed just by the organization’s leader, that is a bad change. If the change is initiated and developed by the whole organization, that is a good change for people will take responsibility. People own up to the consequences of an action if the action is theirs.

How can change be initiated? There are four ways namely participative, charismatic, forced , and dictatorial. The participative approach is ideal when organization is in fit with its environment, only a minor change is needed to be done, and organizational members are open to change. Charismatic approach is ideal when organization is out of fit with the environment and yet the leader is supported by the rest of the organization’s members. There needs to be “charisma” so organizational members will not just support but also collaborate with the leader in making the change happen. Now, if minor change is needed and yet organizational members do not support the needed change, forced approach to change should be used. If the organization does not fit the environment , there is no time to do strategic change, and members do not support change, the dictatorial approach to change should be used.

Aside the four ways, culture would be a great deal in pushing for change. Culture pertains to the values, norms, and beliefs of people within the organization. Culture is the way things are done in the organization. If the culture built in the organization is open to change, if the organization is dynamic, then the organization will be able to change for the better more easily.

References:
Organizational Transformation lecture
Dawson, P. (2003). Understanding organizational change: the contemporary experience. Retrieved August 21, 2010 from Google books: books.google.com.ph/books?isbn=0761971602