Change, Part 2
The nature of organizations is that success in one area inevitably produces problems in another. Organizations, whatever their specific purpose, facilitate the production of problems and dilemmas; therefore there is always a need for change and change management.
However, organizations change as little as they must, rather than as much as they should.
In reality, organizations are always in motion and change is always occurring, whether guided by the leaders or not. However, change is not always planned nor desired. Those involved in controlling events or guiding change must always be aware of the forces within and around organizations. Forces that prompt change include the relationship of the organization to its environment, growth during its life cycle, and its internal and external struggle for power
So, the question is, is planned change in complex organizations possible? Or do enormous internal and external forces overcome any attempt to control them? There are limits to the potential for change as not everyone has the power to effect change and change cannot be ordered to happen. In addition, conflicts of interests may resist change. Can you relate to these ideas?
Ponder this thought: The change problem may lie within current new models of organizations and systems which are required to be focused, flexible, and innovative. However, the need for change may actually make it harder to change.
Adversity produces a necessity for change that may promote innovation. At the same time, however, scarcity of resources creates a climate less likely to embrace innovation as the organization wishes to maintain its status quo. Therefore, the ability of an organization to change significantly may be greatest when inclination to change is least. In times of plenty there are increased resources for change but less necessity.
Can any of you see this at work in your own organizations?