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This article addresses the subject of change management. According to the article, change management entails changing an organizations mode of operation (Both 23). This change normally targets individuals who are involved in the running of organizations. The aim of change management is to introduce progress to an organization. The article suggests several ways of initiating change management. Some of the suggested changes address team dynamics and legislations.
According to the article, the success of change management lies in the techniques implementation. The people involved in the change management also determine the success of this method. The author of this article is of the view that for change management to work, its progress and effects have to be tracked. The article explains several pertinent issues concerning change management. This paper will cover my personal reaction to the claims made in this article.
There are several methods of affecting change in an organization. The method addressed in this article is quite familiar. Several organizations have already employed change management in their affairs. The results of this developmental strategy vary from one organization to another. The relationship between change and organization is quite profound. When this relationship is employed in an organization, it yields good results. However, individual organizations approach change management differently.
It can be argued that the effectiveness of change management can be compromised by the constant shifts that dominate this technique. This argument relies on the fact that effectiveness is more likely to be achieved through perfection of a single mode of operation as opposed to constant shifts.
Routines help people in an organization become more effective and improve their performance. This might mean that change management is not an effective organizational strategy. This premise can be counteracted by the argument that if an organization is in the habit of adapting constant changes, the constant changing becomes the routine.
The claims made in this article can also be undermined by the nature of change. Change is a natural product of progression. In addition, change can be brought about by the internal environment of an organization. This article proposes that it is the duty of organization heads to spearhead change management (Both 23). However, in any organization, change seems inevitable. All organizations are subject to change whether it is intentional or unintentional.
This means every progressive organization has to have the element of change in its operations. Therefore, change management ceases being an option for many organizations and instead becomes a tool of survival. This article addresses the subject of change management as a method of choice for organizations. All the changes that occur within an organization are mostly triggered by internal problems or external shocks. These factors are rarely a matter of choice.
The concept of planned change is also evident in this article. The author is of the view that organizations initiate voluntary change that is meant to steer an organization in a certain direction. Human beings like feeling in control and this is why the concept of planned change is more appealing for them.
However, planned change only occurs when old behaviors and practices are discarded in favor of new ones. Therefore, change management is more complex than this article explains. Change management is constituted of three steps; abandoning the old mode, adopting a new mode, and abandoning this new mode. This means that before change occurs, the old systems, structures, and behaviors have to be discarded.
Works Cited
Both, Derek. What is Change Management . Risk Management 11.1 (2007): 23-24. Print.
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