Three sources of knowledge for initiating organizational change

Organizational Change

There are diverse ways about learning or initiating change in an organization. The first chapter of this book appreciates that nobody likes change. However, change is inevitable. For this reason, the initiators of change in an organization must acquire the knowledge required to initiate and foster change from three diverse sources. The fist source is identified as organizational theory literature. The other source is known as trade literature. The third source has been identified as "story" books (Burke, 2002). The author dwells on each of these three sources as he gives examples of the same.

The first source relates to stabilization and continuity. It relates to using theoretical references and models of organizations. When reading such literature, parties are able to understand organizational change from a theoretical perspective. It allows individuals to have an idea on their expectations and the actions they should take when they encounter challenging circumstances (Floyd, 2002). Organizational theory literature allows parties to engage in personal research. This entails understanding change from both a personal and an organizational perspective.

In the second source, parties are able to gain knowledge from people who have a reputation in the target field. Their reputation is mainly acquired from years of experience and the knowledge attained in their respective fields. The author mentions some example of trade literature sources such as Collins and Porras (1994) book titled "Built to Last." "In Search of Excellence" by Peters and Waterman (1982) is another valuable book with excellent information. However, the author is most interested in "Leading Change" by John Kotter (1996). This book gives eight stages of leading change. The strength in such sources allows readers to experience practical examples of information that have been developed, tested, and proven successful. It allows the initiator to experience the situation, challenges and success before he/she eventually tackle the real situation at hand. This source allows the reader to walk in the footsteps of the writers without making the mistakes they did.

The storybooks allow readers to get entertained as they learn how to initiate or handle change. It allows personal power by offering situations that allow the individual to associate the story being told. Although the stories told are fictional, it gives change from two or more perspectives. Mainly it is through the individual (represented by the people/characters) and the management (representing the organization) perspectives.

The third chapter mainly dwells on the forerunners relating to modern understanding of change in organizations. They include scientific management, Hawthorne studies, industrial psychology, survey feedback, sensitivity training, sociotechnical systems, organizational development, the managerial grid, coercion and confrontation, and management consulting (Burke, 2002). These various forerunners allow the change initiators to allow the various approaches they can embrace when initiating change.