SUSTAINING CHANGE IN

ORGANIZATIONS
JEAN ROSE Q. PAET DANNICA SHIN P. BIDOL
RECHIE-ANN B. MOSENDE STELLA E. BUSA
ORGANIZATION

 Organizations pervade our physical, social,

cultural, political and economic environment,
offering jobs, providing goods and services, and
contributing to the existence of whole
communities.
 Google, Amazon, Apple, etc.
DEFINITION OF ORGANIZATION

 An organization can be defined as ‘a social

arrangement for achieving controlled
performance in pursuit of collective goals’
 (Buchanan and Huczynski, 2010: 8).
 Gareth Morgan: Book of Images of Organizations (2006)
 EIGHT METAPHORS:
• Machines
• Biological organisms
• Human brains
• Cultures or subcultures
• Political Systems
• Psychic Prisons
• Systems of change and transformation
• Instruments of domination
NATURE OF CHANGE
PROACTIVE CHANGE A TYPOLOGY OF CHANGE
REACTIVE CHANGE HOW CHANGE HAPPENS
Proactive change
 is initiated by leaders in an organization in response to a
perceived opportunity as a result of their assessment or
recognition of external or internal factors.
 For example, Howard Schultz perceived the opportunity to
create an American version of the classic Italian coffee bar
and transformed Starbucks in order to achieve that vision.
 Proactive change is an opportunistic change, in which the
organization needs to create strategic advantage because of
something present or anticipated internally or externally.
Reactive change
 is a response to factors in the external environment or
within the organization that have already occurred rather
than those that are anticipated in the future.

A typology of change
 Change in organizations can be classified according to it
how it happens, its magnitude, focus and level, which
form a typology of change as is.
A typology of change

 Change in organizations can be classified according to it

how it happens, its magnitude, focus and level, which
form a typology of change as is.
 (See the figure next slide)
 HOW IT HAPPENS MAGNITUDE

 Planned
 Incremental

 Emergent  Transformational

 Punctuated Equilibrium
 Contingency
 FOCUS LEVEL

 Strategic  Individual

 Operational  Team

 Organization
HOW CHANGE HAPPENS
There are different approaches to how change emerges
and evolves over time. Sometimes change is deliberate, a
product of conscious reasoning and action.
PLANNED CHANGE
is an intentional intervention for bringing about change to an
organization and is best characterized as deliberate,
purposeful and systematic
(Lippitt et al., 1958; Tenkasi and Chesmore, 2003).
Kurt Lewin’s model of planned change

 The model proposes three phases:

• Unfreezing
• Moving
• Refreezing
Contingency model of change
• is founded on the theory that the structure and
performance of an organization are dependent on the
situational variables that it faces.
Magnitude of change or Scale of change
• The scale of change can range along a continuum from
small-scale discrete change (incremental) to more ‘radical’
large-scale transformation.
Transformational change
The turbulent nature that characterizes the
environmental context of the twenty-first century
means that the slow, plodding process of
incremental change is not sufficient for all
organizations.
Change as punctuated equilibrium
 an alternative position that has gained widespread
currency is that more attention needs to be paid to the
interplay between incremental and transformational
change, which is known as punctuated equilibrium
FOCUS OF CHANGE
LEVEL OF CHANGE PEACE CHANGE
ENABLING CHANGE SEQUENCING OF CHANGE
