Thesis on "Assessing Organizational Capacity for Change"

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(3) The guiding team aims, and successes, in creating visions and strategies which have the ability to motivate the rest of the staff members to engage in the change process

(4) It is then necessary to communicate the vision and strategies of the change, through simple and clear message and onto a multitude of open communications channels

(5) Empowering the staff members and raising their levels of self-confidence and consequently their levels of involvement

(6) Celebrating small wins, which are generally achieved once the employees are empowered

(7) Consolidating the first wins and setting the course for the next priorities

(8) Creating an organizational culture that embraces and promotes change. "Here, appropriate promotions, skilful new employee orientation, and events that engage the emotions can make a big difference" (Kotter and Cohen, p.6).

Michael Ward (1995) explains that a successful process of organizational learning is a cyclic movement based on six primary components:

(1) Behavior (do it) -- the first and foremost important step is that of acting based on a set of given organizational behavior principles.

(2) First result -- the following step is that of ensuring that the behavior materializes in a result

(3) Reflection (think about it) -- third, it is crucial to assess the results of the initial behavior

(4) Concept (ask yourself why) -- this stage refers to the creation of one or several concepts which explain what happened that led to the previous outcome

(5) New behavior (do it again differently) -- the new behavior is constructed at this stage based on the previous concepts

(6) New and better result -- registering and assessing the outcomes based on the implementation of the new behavior; this stage is then followed by the continuous reflections and developments of new concepts for improved organizational behavior

The specialized literature is filled with examples of models and concepts which sit at… READ MORE