

It is generally considered to be an organization-wide change, as opposed to smaller changes such as adding a new person.
(See first slide of this section for examples)

It includes the management of changes to the organizational culture, business processes, physical environment, job design
/ responsibilities, staff skills / knowledge and policies / procedures.

When the change is fundamental and radical, one might call it organizational transformation.


Management adopts a strategy to accomplish some overall goal

May be provoked by some major outside driving force, e.g., substantial cuts in funding

An Organization may wish to evolve to a different level in their life cycle, e.g. from traditional government to egovernment

Transition to a new chief executive can provoke organization-wide change when his or her new and unique personality pervades the entire organization.


Take a moment to think of an example of organizational change that you have experienced.

Was it successful? Did it go smoothly?

What were your feelings early on? Later?

What did the people around you say about it?
Life Cycle of Resistance to Change
The response to change tends to move through a life cycle of 5 phases:
 Phase 1.
Only few people who see need for change.
 Resistance appears massive
Phase 2.
Forces for and against change become identifiable.
Change more thoroughly understood.
Novelty of change tends to disappear.
 Phase 3.
Direct conflict and showdown between forces.
This phase probably means life or death to change.
 Phase 4.
Remaining resistance seen as stubborn.

Possibility that resisters will mobilize support to shift balance of power.
 Phase 5.
Resisters to change are as few and as alienated as were advocates in first phase.
Major Factors Affecting Success of Change :
Advocates of change , Degree of change , Time frame ,
Impact on culture , Evaluation of change.

Advocates of Change
Person leading change program is often most important force for change.
Internal or external OD practitioners may be brought in to assist.
Degree of Change
Is change minor or major?
The greater the degree of change, the more difficult it is to implement.
Time Frame
Greater chance of success if change is gradual and in longer time frame.
Some organizations only chance for survival depends on radical change introduced swiftly.
Impact on Culture
The greater the impact on existing culture, the greater the resistance and difficulty to implement change.
Evaluation on Culture
Standards of performance developed to measure change and impact on organization.
Two major considerations in organizational change are :
Degree of change.
Impact on organization’s culture.

Minor change, minor impact on culture. Resistance will be at lowest level and success will be most probable.
Minor change, major impact on culture. Some resistance can be expected.
Major change, minor impact on culture. Some resistance is likely.
Good management can probably overcome it.
Major change, major impact on culture .The greatest resistance can be predicted. The probability of success is low.

Restraining Forces Blocking Implementation of
Change :
Uncertainty regarding change.
Fear of unknown.
Disruption of routine.
Loss of benefits.
1.
Education and communication.
2.
Create a vision.
3.
Participation and involvement of members.
4.
Facilitation and support.
5.
Negotiation and agreement.
6.
Leadership.
7.
Reward systems.
8.
Explicit and implicit coercion.
9.
Climate conducive to communications.
10.
Power strategies.