“Organizational Change and Managerial Sense Making: Working Through Paradox” by Luscher and Lewis

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The article “Organizational change and managerial sensemaking” by Luscher and Lewis seeks to explore the need for business firms and organizations to implement organizational development programs on a permanent basis in order to be at par with the ever-changing business environment.

The authors describe the process of learning within organizations as employee training and continuous organization behavior modification. The authors view learning in organizations as being a major prerequisite to the realization of managerial and operational changes (Luscher and Lewis, 2008).

The four main categories of intervention strategies in organizational development highlighted by the authors include strategies that are based on the human processes, structural technological orientation, techno-social orientation and organizational alteration.

The authors conclude that for an organization to succeed in nurturing relevant organs, departments, and channels for addressing and promoting productive behavior, there must be an all-round objective working relationship with the employees (Luscher and Lewis, 2008).

As opined by the authors, behavioral rehearsal is critical in improving generalization to real-life settings in organizations. In practice, especially during the assessment periods, organizational culture will identify signs that might indicate high-risk situations and seek to employ coping skills to address these shortcomings.

This conforms to the element of synthesis and evaluation measures to prevent relapse after assessing the culture of such an organization. Organization management may include training and replace prevention approaches to manage the response by employees (Luscher and Lewis, 2008).

Furthermore, as proposed by the authors, organizational development employs the problem-solving therapies in practice within the groups appropriately (Luscher and Lewis, 2008). The approach is necessary in situations where the organization is unable to cope with unproductive employees as a result of poor morale.

Considering the social and personal consequences associated with the inability to cope with the challenges, organizational culture development carry out an assessment that offers the most effective response if not a permanent solution to employee concerns, development and welfare in line with the ideals in the bloom taxonomy.

Significance of the article on change

Organization management identifies a range of situations facing the organization in their social environment and generates multiple alternative solutions to these problems. It lays a series of procedures that are necessary to achieve desired results.

As indicated in the article, to increases productive behavior, it is vital to create a healthy work environment and personal growth perspectives that apply to all situations since problems that each individual faces at an interpersonal level ultimately affect the group.

In carrying out an in-depth enquiry to each employee’s personal life, organizational management agents should endeavor to determine which therapy best suits the individual.

Thus, through properly designed training procedures, talent promotion and motivation of productive behavior will present that individual with the best alternative ways of solving problems he or she faces in role execution.

As a result, organization management will function on the periphery of inclusive and proactive response mechanisms.

From the authors’ perspective, it is important to note that change does not just occur because it seems to be a good idea, but it occurs the moment responsible people are satisfied to justify the difficulties of incorporating change.

As a result, professionals are obligated to ensure change in an organization should be able to come up with strategies that will ensure that there in a need for such a change to take place instead of simplifying on the benefits expected from such changes.

Change agents who have an understanding of this should take up the role of ensuring that they offer assistance to others in order to embrace inclusive change in their organization. An organization cannot continue to hold on its status quo, but embrace positive change.

Reference

Luscher, L., & Lewis, M. (2008). Organizational change and managerial sense making: Working through paradox. Academic Management Journal, 51(2), 221-240.

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“Organizational Change and Managerial Sense Making: Working Through Paradox” by Luscher and Lewis

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