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¶ … change based on the type of change?
Yes, the approach to implementing change must be highly determined and dependent on the type of change being attempted. There are multiple examples of how best to design, implement and manage a successful change management program based on the level of cultural (Patel, Patel, 2008), knowledge-based (Maurer, 2011) and procedural (Franken, Edwards, Lambert, 2009) change further supports this point. The extent and severity of the change must also take into account the level of task ownership possible for each of those most affected by it, allowing for full autonomy, mastery and purpose of tasks and roles (Ramsey, 2010). The tailoring of autonomy, mastery and purpose to the specific change management requirements of a given situation or strategy must also take into account the cultural expectations, norms, values and set of beliefs everyone involved faces as well (Ramsey, 2010).
The type of change will also dictate how the most critical asset that all personnel share, both tacit and implicit knowledge, is managed during the transition as well. An example of this can be seen in the Toyota Production System (TPS) and how effectively this unique and highly effective supply chain management system operates over time (Dyer, Nobeoka, 2000). Implementing a change management program based on the type of change required is...
Being able to create this level of efficiency and focus in change management dictates varying degrees of knowledge sharing and motivation across the spectrum of the severity of change itself (Franken, Edwards, Lambert, 2009). The greater the level of change the more critical it is for those most affected, from individuals to entire teams or departments, to have a strong sense of autonomy, mastery and purpose for what they are expected to achieve (Ramsey, 2010). When these core building blocks of motivation are in place, the extent of changes required over time can be more effectively responded to with greater agility and focus than if a more static, uniform approach had been undertaken.
What would be the differences, if any, between your approaches to structural vs. cultural change?
Structural change needs greater thoroughness and communication as to the factors behind the change(s) being made in an organization to begin with. Studies indicate the most effective change management programs involving organizational structures concentrate on creating a solid foundation of information and open communication of all factors that forced an organization to change…
References
Jeffrey H. Dyer, and Kentaro Nobeoka. 2000. Creating and managing a high-performance knowledge-sharing network: The Toyota case. Strategic Management Journal: Special Issue: Strategic Networks 21, no. 3, (March 1): 345-367.
Arnoud Franken, Chris Edwards, and Rob Lambert. 2009. Executing Strategic Change: Understanding the Critical Management Elements that Lead to Success. California Management Review 51, no. 3, (April 1): 49-73.
Maurer, R.. 2011. Why Most Changes Fail. The Journal for Quality and Participation 34, no. 2, (July 1): 17-18.
Taran Patel & Chirag Patel (2008): Learning cultures for sustained innovation success, Innovation: The European Journal of Social Science Research, 21:3, 233-251
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