“Managing change effectively is the single most important element in organizational success” Biech (2007). Change occurs every day, in every organization, in every context. How can it be implemented in a way that will be successful? How can an organization be prepared for change? Organizational change does not happen overnight, therefore, planning for change is of great importance to increase the probability of success (Al-Haddad & Kotnour, 2015, p. 254).
Change management starts with organizational readiness. Weiner (2009) defines organizational readiness as the shared resolve and belief of members of an organization to be capable of implementing a change (p. 1). As both an employee and manager that has experienced organizational change, I feel like the success of change depends on the support of everyone involved. Problems can arise when some members of an organization feel more committed than others (Weiner, 2009, p. 2). Creating an environment where everyone is on the same page allows organizations to implement change. Not every member needs to agree with the change, but they require an opportunity to understand why and how the change will happen.
Involving members in the process is crucial to the success of the change. There are many models and theories around change management, used to assist organizations in being more successful when implementing change. The Luecke Method (1990) uses consultation with employees to identify problems and solutions in a joint effort with leadership to create change (as cited by Al-Haddad & Kotnour, 2015, p. 250). Galpins (1996) Wheel Method takes into account organizational culture, policies and customs and involves people in the planning process (as cited by Al-Haddad & Kotnour, 2015, p.247). When members of an organization have the opportunity to contribute to the process of change through collaboration, the expectation of success is increased. Allowing employees an opportunity to provide feedback on both the problem and potential solutions increases the probability of success. Change efficacy is high when members of the organization have confidence in their ability to complete the change considering time required and resources available (Weiner, 2009, p. 4).
Strong leadership is another element used to support change. Biech (2007) states that a passionate leader can inspire and motivate employees, while creating excitement about the change (ch. 1, para 8). However, If leadership communicates poorly or delivers an inconsistent message, organizational readiness is reduced (Weiner, 2009, p. 3). Change brings conflict and organizations need to be prepared to manage the conflict as well as the change itself. Without the support of leadership, change can be unsuccessful. Leadership sets the stage for change, and can encourage and support members throughout the process.
Speaking specifically about change in digital learning environments, change is happening at increasingly faster rates. Al-Haddad and Kotnour (2015)identify that environmental factors are constantly changing and therefore change methods need to evolve continuously (p. 235). Many traditional change management theories do not take into account the speed with which many changes need to take place. Organizations may not have the ability to gain support from all members due to financial or time constraints. Weller and Anderson (2013) suggest the resilience model analyzes how an organization is able to adapt without changing core identity or function (p. 9). It allows for more rapid change without affecting the core of the organization.
Al-Haddad and Kotnour (2015) postit that the success rate of organizational change is <30 percent (p. 254). Change, no matter how well managed, has a questionable success rate. Finding a successful method will vary from organization to organization, context to context. I think open communication and support of the members will increase chances of success. What do you do in your organization to manage change? What models and methods do you find successful?
References:
Al-Haddad, S., & Kotnour, T. (2015). Integrating the organizational change literature: A model for successful change. Journal of Organizational Change Management28(2), 234-262. https://doi.org/10.1108/JOCM-11-2013-0215
Biech, E. (2007). Models for Change. In Thriving Through Change: A Leader’s Practical Guide to Change Mastery. Alexandria, VA: ASTD [Books24x7 database]
Weiner, B. J. (2009). A theory of organizational readiness for change. Implementation Science, 4(1), 1–9. https://doi.org/10.1186/1748-5908-4-67
Weller, M., & Anderson, T. (2013). Digital resilience in higher education. European Journal of Open, Distance and e-Learning, 16(1), 53–66. https://doi.org/10.1016/S0959-440X(02)00339-1