Organizations can't change without people changing first. It is the collective action of individual change that emerges as organizational change. One approach to understanding how individuals change is the Transtheoretical Model (TTM), which is also known as Stages of Change (SOC). Change cannot be commanded, yet it is possible to influence individual change.
Change agents also play a key role in influencing organizational change. Note that the emphasis is on influencing change versus "managing change" which is debatable. This pdf focuses on the Internal Networker, drawing from some of Peter Senge's papers from around 1996. The three roles (executive leader, local line leader, and internal networker) all come from Senge. The split between the formal & informal organization and strategic & tactical orientation have been added to emphasize the domain of each role. The function of change agent role model has also been added since this is a critical role the internal networker plays in organizational change. The linkage between the executive leader and the local line leader was also shifted to an empowering relationship that is really bi-directional in how it gains its strength. Traditionally, empowerment is something thought of being given to someone else. However, this overlooks the possibility of self-leadership through testing boundaries of empowerment. All too often, limits on empowerment are assumed and never tested. Therefore, it is essential to add a pull component to empowerment.
In initiating organizational change, the first step is raising awareness that
some change is needed. An Organizational
Assessment can be used as a point for initiating the dialogue that is
necessary for organizational change to gain grassroots acceptance (the 1st step
Culture drives how things are really done in the organization. The Culture for High Performance paper details some of the cultural attributes that can influence how well an organization performs toward meeting its potential. (slightly shorter version of this paper)
Transformative Networking – connecting change
leaders to enable self-organized grassroots change.
Next Steps – While still conceptual, transformative
networking offers the possibility of leading change through the networking of
those already interested or involved in similar initiatives, effectively tearing
down existing silos of practice that exist across disciplines and fields of
work. The next step is to develop a proof of concept built on the theoretical
underpinnings above, possibly using Google Wave as the collaboration platform.
Included will be identifying the minimal structure and governance required to
enable self-organization within the network while not constraining what might
emerge. Join this initiative and help create the future of organizing -
networking communities of interest.
|Organizational Change||Strategic Planning||Knowledge
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Last modified: February 16, 2010