Creating Sustainable Change – How to create and sustain change?
February 12, 2025
In the previous article, we studied about how collateralized debt obligations (CDOs) are derivative instruments that have been built on top of other derivative instruments. They are complicated to understand and risky to trade. However, despite the various negative accusations against collateralized debt obligations (CDOs), they continue to be very popular. This is because they […]
Anticipating and Mitigating Organizational Risks in the Digital Age Every era brings with its own share of risks for organizations and other entities. While the Industrial Era was marked by risks in the form of Employee Unions, Labor Strikes, and the ever present threat of competition and environmentally damaging operations, the Services Era brought with […]
In the previous articles, we have already studied about the concept of reinsurance. However, the reinsurance we have studied is a contract between two independent parties. This means that a ceding insurance company often transfers the risk to an external third-party reinsurance service provider. The risk actually moves out of the balance sheet of the […]
The other articles in this series on Change Management have listed the business imperatives for change as well as the various barriers to change that arise from internal and external resisters. In this article, we examine the other side of driving change and that is to do with the role of people who can act […]
Having goals or a clear purpose is important to each of us. In fact, people who set goals are always more successful than the others. For leaders who are serious about setting goals, some things are to be kept in mind. These goals need to be Specific, Measurable, Attainable, Realistic, and with Timelines. Besides, for […]
An extensive review of the literature details would reveal that both practitioners and academics have explained transformational models with varied perspectives and focus on different points of views.
The Practitioner Models focus on senior management in an organization (Kanter, 1983 and Kotter, 1995). These models rely on opinions and also on illustrative anecdotes and offer recommendations or concrete solutions to the managers.
The practitioner models often provide a suggestive model or a comprehensive plan of action for initiating change in an organization successfully.
According to Kotter (1996), Carroll and Hatakenaka (2001), for describing these models effectively, only two aspects are considered and that is success or failure.
However, the Practitioner Models have been crticized for being too simplistic in its approach and pay a lot of attention to only the implementation process, but ignore various other crucial factors and their influence like political factors, organizational and environmental factors.
According to Miller, Greenwood and Hinings (1997), these models have been further criticized for the following reasons:
The Theoretical Models are developed on the basis of an extensive review of the research literature which analyze the key areas of transformational change. According to the proponents of the Theoretical Models, these models are more generic and comprehensive in nature than the Practitioner Models.
The Theoretical Models attempt to define the various types of change and equally describe the change characteristics. Burke and Litwin (1992) as well as Porras and Robertson (1992), proposed two different models of organizational change which focus on empirical research and practise.
Burke and Litwin’s Transformational model of change emphasize on the leadership behaviour and how leaders influence the behaviour of others by acting as role models in the organization.
Apart from this, the model equally explains the interrelationship between various factors in an organization such as strategy and mission, the external environment, overall organizational performance and the employees, leadership and organizational culture.
Similarly, Porras and Robertson focused more on the organizational work settings in their model.
According to them, four major factors play a crucial role in the entire process of organizational change, and these factors are
The outcomes of change are reflected in the form of changes in the individual and organizational behaviour.
In a nutshell, it would be more appropriate to describe that both the Theoretical and Practitioner models of change, analyze the internal and external environment which influence an organizational performance, highlight the outcomes or impact of change on key aspects, illustrate the expectations of change, the strategic issues involved in the entire process of change management and also the relevance of the process of communication across all levels in the entire change process.
For implementing transformational change successfully across the organization, the organizational head requires a collaborative participation and involvement from the key stakeholders or from the cross functional teams. Without mutual respect (Duck, 1993 and Kotter, 1995) and collaboration, it is difficult to realize the objectives of organizational change.
According to Kotter (1995), for motivating the employees and involving them in the overall process of change, the implementation plan should essentially involve short time wins through projects.
Apart from this, through one on one discussions, newsletters, presentations and pep talks change in any organization can be reinforced if communicated effectively through these media.
According to Richardson and Richardson (1994) and Kitchen and Daly (2002), communication acts as a major stimulator of change and for achieving effective outcomes, the communication should be consistent from all the leaders, must be frequent and good.
Apart from this change can be reinforced by continuously articulating the new behaviours and how they support towards the realization of the organizational vision.
Your email address will not be published. Required fields are marked *