Change within organizations can be difficult and complicated; the mechanisms that need to mesh together and work in concert in order to create change are wide and varied. It’s helpful to create organizational groupings of all these individual mechanisms in order to begin to quantify and make sense of the structure that helps to undergird change. Antwi & Kale (2014) draw distinctions between four main groupings of change mechanisms; “Four essential elements of change management that emerge from the literature include environmental circumstance, organizational harmony, power dynamics, and organizational capacity” (Antwi & Kale, 2014, p.18) Of these main groupings is a pivotal grouping in enacting real change; creating the “convergence of interests among individuals and units within the organization” (Antwi & Kale, 2014, p.18) – that Antwi and Kale call out as organizational harmony – and this is a primary responsibility of organizations’ leaders to create within organizations as they explore change within their organizations. This “shared sense of readiness” (Weiner, 2009, p.3) is a vital foundational building block in enacting change within organizations. Some of the ways that Weiner (2009) point out that may create this environment are; “Consistent leadership messages and actions, information sharing through social interaction, and shared experience – including experience with past change efforts” (Weiner, 2009, p.3). What are some ways that you as a leader have utilized to create this foundational environment to change?


Antwi, M., & Kale, M. (2014). Change Management in Healthcare: Literature Review. Queens School of Business, (January), 1–35. Retrieved from Management in Healthcare – Lit Review – AP FINAL.pdf

Weiner, B. J. (2009). A theory of organizational readiness for change. Implementation Science, 4(1), 1–9.