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Evolutionary and revolutionary models of change are different from one another in a multitude of ways, ranging from time to stakeholder engagement. The evolutionary model, also known as the incremental model, proposes gradual change over time (Champoux, 2017). It typically comes from the bottom up, generated by legitimate concerns and ideas coming from customers, employees, or both. It symbolizes the long-term change that has to go through a multitude of unfreeze-freeze cycles, which make the results difficult to reverse (Champoux, 2017). At the same time, this model does not suppose quick and drastic alterations. A manager should select this framework in order to gradually improve the performance of an organization by collecting feedback and designing incremental changes based on solving small day-to-day issues.
The term “revolutionary change” is utilized to describe a call for alterations realized from top to bottom. It typically occurs when the directorial board acquires a vision for the company that is drastically different from how it operated before (Champoux, 2017). Usually, this kind of change does not require approval from employees and is forced upon them, with the old order being swept away quickly. At the same time, the rush and the absence of back-and-forth communication usually mean that revolutionary change has to be maintained to prevent the company from reverting to the old ways. A manager may consider revolutionary change when the company requires extreme measures to either survive or succeed. A full overhaul, rebranding, and restructuring activities are usually associated with this model (Champoux, 2017). In order for this change to be successful, the company has to stay true to its fundamental principles, such as vision and mission, even if the rest of it has to undergo significant alterations.
Reference
Champoux, J. E. (2017). Organizational behavior: Integrating individuals, groups, and organizations (5th ed.). Routledge.
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