This paper examines the key roles that outside consultants play in facilitating organizational change. Drawing on foundational research by Armenakis, Gersick, Hambrick, Senge, and others, the paper outlines four primary consultant functions: diagnosing and addressing resistance to change, creating readiness and momentum, managing the social energy of change, and building drive for sustained transformation. The paper argues that effective consultants act as proactive coaches and champions rather than passive monitors, attending closely to organizational culture, social dynamics, and the beliefs of individual employees. Together, these roles help foster a high-energy organizational culture capable of achieving successful, lasting change.
An understanding of change dynamics has become increasingly important, because resistance to change has long been recognized as a major hurdle in organizational change attempts (Armenakis, Harris, and Mossholder, 1993). This resistance covers a range of behaviors, from passive resistance to active or even aggressive resistance (Dent and Goldberg, 1999). Therefore, outside consultants are often called upon during the change process to help create sufficient momentum for change. The key roles that consultants play in organizational change processes are outlined below.
Consultants should identify the specific reasons for resistance, as doing so allows for a clearer diagnosis of problems and more efficient, effective solutions. It is important to keep in mind that the context of change is often more important than individual resistance. As Gersick (1994) states, individual resistance is actually quite rare. Instead, he suggests that obstacles to change more often reside in the organization's structure or in its performance appraisal or compensation systems, which are not yet aligned with the desired new behaviors. This observation shifts attention from individuals to the broader organizational system within which change is occurring.
Consultants should seek ways to foster a climate of change within the organization. Both readiness and momentum can be cultivated to increase an organization's openness to change and to build energy for a new direction (Gersick, 1994).
Armenakis et al. (1993) define perceptions of readiness for change as an organization's capacity for making changes and the degree to which individuals perceive change as necessary. By distinguishing between resistance and readiness, they argue for a more dynamic, proactive view of change — one in which consultants are seen as coaches and champions for change rather than monitors who simply react to signs of resistance. Eby, Adams, Russell, and Gaby (2000) suggest that individuals hold preconceived notions about the extent to which their organization is ready for change. These researchers assert that, beyond personal attitudes toward the job and organization, an employee's perception of readiness for change reflects the organization's ability to make desired changes successfully. Consultants should therefore be able to illustrate the advantages of a supportive environment through a range of plausible future scenarios.
Creating readiness involves proactive efforts by consultants to influence the beliefs, attitudes, intentions, and behaviors of organizational participants. This view highlights the social aspects of change, as organizational members look to one another for cues about the meaning of events and circumstances facing the organization — a dynamic that leads naturally into a consideration of momentum.
"Harnessing culture and social dynamics to sustain energy"
"Sustaining transformational momentum through leadership"
O'Connor, C. A. (1993). "Resistance: The Repercussions of Change." Leadership and Organizational Development Journal, 14(6): 30–36.
Senge, P. M. (1990). The Fifth Discipline: The Art and Practice of the Learning Organization. New York: Doubleday.
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