A Compelling Beginning and More to Uncover

2021 ◽  
pp. 002188632110608
Author(s):  
Robert J. Marshak ◽  
Gervase R. Bushe
Keyword(s):  
Organizational Change ◽  
Organization Development ◽  
Change Processes ◽  
Success Rates ◽  
Leading Change

The article by Hastings and Schwarz, Leading Change Processes for Success: A Dynamic Application of Diagnostic and Dialogic Organization Development (OD), deserves close review by scholars and practitioners. Their research supports arguments that OD approaches can be meaningfully categorized as diagnostic or dialogic and that differences in those approaches have significant implications for organizational change success rates. Concerns about how one assesses a leader's mindset and counterpoints to the conclusion that oscillation between diagnostic and dialogic approaches is always associated with higher success rates are presented.

Leading Change Processes for Success: A Dynamic Application of Diagnostic and Dialogic Organization Development

2021 ◽  
pp. 002188632110195
Author(s):  
Bradley J. Hastings ◽  
Gavin M. Schwarz
Keyword(s):  
Organizational Change ◽  
Organizational Development ◽  
Organization Development ◽  
Change Leadership ◽  
Change Processes ◽  
Leading Change ◽  
Leadership Practice ◽  
Theoretical Perspectives

Change processes, the activities that enable change, and change leadership, meaning how to lead change processes, both influence the success of change. However, a surprising omission from this knowledge is how do leaders choose between change processes? This article explores leaders’ choices between two orientations of change processes—illustrated by dialogic and diagnostic organizational development—in 79 cases of organizational change. It identifies that change is successful when leaders choose to oscillate between these two processes as change unfolds. Developing a model that explains this evolution, the article describes how the change leadership practice of concurrent inquiry interacts with the two representations of knowledge described by diagnostic and dialogic theories to inform a choice to oscillate. For scholars, this model further integrates the theoretical perspectives of dialogic and diagnostic theories. For practitioners, it provides a means to navigate between extant theories and, as such, ameliorate outcomes.

Leading Change in a Complex Public Sector Environment

2021 ◽  
pp. 199-218
Author(s):  
Anne Mette Kjeldsen ◽  
Joris Van der Voet
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Organization Change ◽  
Public Organizations ◽  
Change Leadership ◽  
Change Processes ◽  
Leading Change ◽  
Environmental Complexity ◽  
Emergent Change ◽  
Leadership Approaches

Successful organizational change depends on leadership, and this chapter reviews the literature on leadership in different types of public organization change processes. While transformational leadership is typically used more in planned processes of change, distributed leadership often accompanies emergent change processes. A key insight, however, is that the two leadership approaches should be viewed as complementary, depending on the characteristics of the different public organizations’ environments and structures. The bureaucratic structure and primacy of politics, the employment of public service professionals, and the environmental complexity with many stakeholders and complexity in tasks are all factors that affect the effectiveness of change leadership in public organizations. Future studies should address these characteristics in comparative and longitudinal studies that examine the mechanisms through which leadership contributes to the implementation of organizational change.

Critical Realism and Affordances: Theorizing IT-Associated Organizational Change Processes

MIS Quarterly ◽  
2013 ◽  
Vol 37 (3) ◽  
pp. 819-834 ◽  
Author(s):  
Olga Volkoff ◽  
◽  
Diane M. Strong ◽  
Keyword(s):  
Organizational Change ◽  
Critical Realism ◽  
Change Processes

Stakeholder Model of Change

2021 ◽  
pp. 249-274
Author(s):  
Laurie Lewis
Keyword(s):  
Organizational Change ◽  
Critical Theory ◽  
Organization Development ◽  
Macro Level ◽  
Change Strategies ◽  
Competing Interests ◽  
The Future ◽  
Challenges And Opportunities ◽  
Phenomenological Perspective ◽  
Stakeholder Model

This chapter explores the various ways in which opposing and/or contradictory entities unfold and play out with regard to change in organizations. This is undertaken from two different viewpoints. First, from a micro-phenomenological perspective it examines how insights derived from critical theory and other critical traditions have influenced the development of change strategies, interventions, and techniques. Second, at a more macro-level, it explores the extent to which particular schools of thought with regard to organizational change and organization development (OD) have embraced and/or resisted, the inevitable and unavoidable critical challenges and opportunities presented by opposing agents, competing interests, conflicting entities, and contrasting meanings in organizations. The chapter concludes by discussing the scope for, and possible directions of, critical change scholarship and practice in the future.

scholarly journals Towards A Minimum Conceptualisation Of Ethical Organisational Change: The Platform Provided By The "King II" Report

2006 ◽  
Vol 4 (3) ◽  
Author(s):  
C. L. Van Tonder
Keyword(s):  
Corporate Governance ◽  
Organisational Change ◽  
Ethical Framework ◽  
Change Processes ◽  
Negative Consequences ◽  
Success Rates ◽  
Change Initiatives ◽  
Ethical Change ◽  
Governance Risk ◽  
Point Of Departure

Despite the fact that organisational change is one of the most frequently recurring organisational phenomena of our time, organisations do not succeed at instituting change processes effectively and dismal change "success rates" are recorded. Van Tonder and Van Vuuren (2004) suggested that the adoption of an ethical framework would significantly mitigate the implicit risk of change practices and reduce the negative consequences of such change initiatives. The literature on ethical change practices however is exceedingly sparse and offers little guidance to management on how to conduct change practices ethically. This study argues that the King II report on corporate governance indirectly yet substantially informs issues of governance, risk and ethics in change management and provides a useful point of departure for establishing ethical change practices.

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