Running head: THEORETICAL FOUNDATIONS 1

Theoretical Foundations of Change

Natasha R. Spears

Grand Canyon University

LDR-825 Strategic Planning and Change

August 23, 2016

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Theoretical Foundations of Change

Organizations are nonlinear dynamic systems subject to dueling forces of stability and

instability pushing them toward chaos. Chaos theory asserts that change within organizations is

synchronous and inevitable. Timing and trajectory are the only unpredictable aspects of change

(Taneja, Pryor, Humprys, & Singleton, 2013). All aspects of business – mergers, acquisitions,

economic failures - validate the premises of chaos theory. As in biology, change is both organic,

the result of ongoing processes, or inorganic, the result of something different altogether.

Organic changes within organizations is a reference to expected changes that are the

result f of natural progressions, while inorganic change within organizations refers to changes

that occur similarly to the manner in which interactions occur in chemistry. Chaos theory (Taneja

et al., 2013) serves as the backdrop for other system theories including Integral Theory and

Theory U.

Organic Evolution of Change

Ken Wilber’s Integral Theory asserts that everything is interconnected and integrated.

Wilber also describes reality as another element within systems. Reality, which has a dimension

of time, occurs in a continuum and is a segment within a larger whole. Reality is contextual and

exists simultaneously as both a whole and part, which is known as a holon. Koestler coined the

term holon to succinctly describe wholes that exist in other wholes, or systems within systems

(19) “For example, before an atom is an atom, it is a holon. Before an idea is an idea, it is a

holon” (Cordon, 2013).

Organic change is precipitated by a myriad of internal and external factors such as

advances in technology, expansion, competition, or market analysis. Hofler (2015) asserts that
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organic change occurs in organizations as it does in living things; their construction, role, and

processes respond to and adapt to their environment. Decentralization of systems plays a major

role in organic change within organizations, which promotes lateral relationships that do not

support commands and forceful events. Organic change is supported by interdependence,

flexibility, multi-directional communication, worker initiative, fewer broadly defined principles,

regulations, and decision making in-group settings (Hofler, 2015).

Strategic Development Approaches

The entrepreneurial stage marks the infancy, or first stage, of a business. At this stage in

business, processes and procedures are developed but remain malleable (Parker, 2010). As the

organization moves toward more advanced stages, interdependencies become fixed and

successful processes become an integral part of the organization. Parker (2010) asserts that upon

expansion, business processes move in two separate directions.

Practices that are process enabling enhance the organization and position it at all levels

for merger, growth, or and/ or sustainability. Practices, which are process inhibiting hinder

growth and sustainability. Change, while necessary at times, is often seen as process inhibiting.

Evaluating and analyzing practices that are both process-enabling and process-inhibiting,

according to Parker (2010), may support leadership in understanding such practices more than

traditional ways like six-sigma.

Identifying Models & Interventions of Change Leadership

Murphy (2013) asserts that defining the change model and understanding its parameters

may not happen in ideal order. Leaders may find that the organization’s stage within the change

process will define the change model for implantation. Selecting and implementing a change

model supports the identification of interventions in change leadership. The implementation of

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change requires leaders to perform a concise analysis that leads to the identification of a change

model, or change becomes difficult to implement and/or direct. The current position of an

organization and its desired paradigm shift, play a significant role in change model identification

and intervention (Taneja et al., 2013).

Theory U is similar to Chaos Theory with the overarching principle being presencing, or

being in the moment. Leading from the future as it develops is a key concept associated with

Otto Scharmer (2009). Learning from the past, connecting with current situations, creating

sustainable processes, and procedures are support growth and sustainability. There are five core

stages in Theory U - represented by the U-shape - co-initializing, co-sensing, co-presencing, co-

creating, and co-evolving. The five stages of Theory U support the leader of an organization in

using all senses (seeing, hearing, acting) to incorporate and affect multiple levels within the

system (Scharmer, 2009).

Leadership and Management Skills Necessary to Implement Continuous Change

Strategic management defines the manner in which an organization manipulates chaos in

a rational way using practices, understanding stakeholder viewpoints, and creating a culture

poised to thrive. Leaders understand that change is incessant and the need to carefully manage it.

In order to manage change carefully, leaders must communicate effectively, nurture trust

and collaboration at all levels of the organization, understand motivational techniques, and act as

coaches, which are vital to the change process (Gilley, Gilley, & McMillan, 2009). A leader’s

ability and attitude are paramount to the change initiative and process. If followers have no

confidence in leadership, they will perceive change as a waste of time and irrelevant to their role

within the organization.

Facilitating a continuous change process that supports organizational adaptation and

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ensures follower commitment requires leaders to trust and empower individuals at all levels of

the organization. This trust and ability to empower others during the change process will support

the designation of change sponsors within the organization. Those affected by change report to

the change sponsors (Rothermel & LaMarsh, 2010), who assess the readiness and timing of

change, and ensure necessary resources for implementation. Sponsors resolve issues throughout

the change process; however, if change is also required of management, they will also be targets

of change. Ultimately, the role of everyone involved in the change process is to understand the

change, manage the change, and immediately address people issues that the change process

triggers (Rothermel & LaMarsh, 2010).

Data Collection and the Efficacious Time for Change

Accomplishing something of significance requires three key components: vision,

resources, and a support system (Wedman, 2014). A needs assessment process makes it possible

to determine which, if any of these, are not in place. Determining that the right factors exist

requires two critical relationships - adequacy and alignment. Adequacy asserts that there is

enough of a thing to accomplish the goal - a compelling vision, sufficient resources, and a

support system. Alignment says that the vision, resources, and support systems are all pointing in

the same direction - resources and the support structure are both committed to the vision

(Wedman, 2014). Vision that is shortsighted or ambiguously focused is likely inadequate, while a

support system and resources allocated to different visions are likely misaligned. Elements

comprising the support system must also be sufficient and aligned.

In adequacy and poor alignment are indicators for a change initiative but timing is also

critical. Well timed change supported by data and implemented using appropriate strategic

management can ensure leaders use effective models and methods to institute change. People are
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naturally adverse to change and will cling to existing processes more vehemently if the change

initiative occurs prematurely, even if those processes are process-limiting. The language

describing the change initiative must be seen as useful and bridge the organization’s from to

agenda (Parker, 2010).

Conclusion

Change initiatives provide organizations with great opportunity. Organic change, the

natural progression from entrepreneurial to enterprise or bankruptcy to solvency erupts from

chaos. Successful change leaders understand the manner in which an organization shapes chaos

in a logical way using processes, understanding stakeholder attitudes, and creating a culture that

makes sense. These leaders are skilled at managing whom, how, and what of the change initiative

using data gathered from needs assessments that identify the relationship, adequacy, and

alignment of vision, resources, and support systems. Data will identify the timing and direction

of the change initiative and support the journey from now to new.
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References

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in healthcare. American Journal of Systems Science, 2(1), 13-22

Gilley, A., Gilley, J. W., & McMillan, H. S. (2009). Organizational change: Motivation,

communication, and leadership effectiveness. Performance Improvement Quarterly,

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Hofler, D. D. (2015). Organic Organizations. In S. B. Droege (Ed.), Organic Organizations

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Murphy, D. (2011). "Chaos Rules" Revisited. Murphy, D. (2011). "Chaos Rules" Revisited.

International Review Of Research In Open And Distance Learning, 12(7), 116-134.,

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Otto Scharmer, C. (2009). Theory U. leading form the future as it emerges. San Francisco, CA:

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Rothermel, R., & LaMarsh, J. (2012). Managing change through employee empowerment.

Global Business & Organizational Excellence, 31(2), 17-23. doi:10.1002/joe.21411

Taneja, P. H. (2013). Strategic management in an era of paradigmatic chaos: Lessons for

managers. . International Journal of Management, 30(1), 112-126.

Wedman, J. (2014). Needs assessments in the private sector. New Directions For

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