Change Based on the Type of Change?

¶ … 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 directly linked to how effectively any organization transforms knowledge into a competitive advantage as well, a point illustrated by the TPS performance over years of study (Dyer, Nobeoka, 2000). 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 to begin with (Patel, Patel, 2008).

When structural change to an organization and roles are dealt with effectiveness, an organization's management team also becomes much more transformational in their approach to leadership, getting away from transactional or carrot-and-stick mindsets to selling the vision of change more effectively (Ramachandran, Chong, Ismail, 2011). Structural change also requires a very high level of commitment and focus on the part of senior management as well, as they must champion any structure change programs for it to succeed (Franken, Edwards, Lambert, 2009).

Transparency and trust all brought about by open communication and collaboration all typify the most successful structural change management programs (Maurer, 2011). Cultural change is far more difficult to achieve as it requires changing long-held beliefs in both the organization and its external cultural cues and perceptions as well (Patel, Patel, 2008). Cultural change is best achieved when senior management concentrate on showing through example why the change required is critically important and how it will affect the organization in positive ways (Maurer, 2011).

Between the two, cultural change is far more difficult to achieve compared to structural change, yet for many organizations, far more critical if they are to continue staying competitive globally (Ramachandran, Chong, Ismail, 2011). Cultural change also must provide very clear about the roles and responsibilities each person will play in the new organization for it to succeed as well (Dyer, Nobeoka, 2000). What incentives, if any, would you provide to promote the change? First, the core focus of all.