Organizational Development and Change

• Desirable

• Focused but flexible to allow for alternatives paths

• Communicable with plans and actions

Jick (1989) explores the importance of vision and states that organizational leadership will always have a preference for vision development, whether it is working from the bottom up or the top down. Some leaders prefer to have large numbers of individuals involved in the vision, while others choose a vital few. The important feature is not the direction one chooses to develop the vision, rather that the vision is developed and well understood throughout the organization. A vision that becomes well integrated in the fabric of the thought processes within an organization will be clear and actionable.

In order to engage people in a compelling vision that galvanizes them to action, the guiding coalition may have to work on the concept of dissatisfaction. Employees who are pleased with the status quo will not have a compelling reason to change. Spector (1989) discusses the importance of raising the dissatisfaction level within the organization on the dimensions requiring change in order to embrace and engage employees in the change activity required.

Conclusion

Themes that continue with regard to change management are clarity and communications that galvanize members of the organization toaction. Creation of a compelling vision that galvanizes employees to action is not easy. It takes thought, time, and a guiding coalition to craft a compelling change initiative.

References

Jick, T. D. (1989). The vision thing. In T. D. Jick and M.A. Peiperl, Managing change: Cases and concepts (pp. 95-101). New York: McGraw-Hill.

Kotter, J. P. (1996). Leading change. Boston: Harvard Business School Press.

Spector, B. A. (1989). From bogged down to fired up: Inspiring organizational change. In T. D. Jick and M. A. Peiperl, Managing change: Cases and concepts (pp. 113-120). New York: McGraw-Hill.