This paper challenges the universality of O.D. theory, arguing that it presents an incomplete model of organizational change. Two contrasting ‘theories’ of organization al change are compared and evaluated (the incremental and transformational theses) and also two contrasting methods of change: participation and coercion. All four approaches are seen as legitimate components of a differentiated contingency model of change. The model has implications for the choice of strategies for managing organizational change in differing circumstances and for the training of change agents.
-Dexter C. Dunphy, Doug A. Statce, Australian Graduate School of Managment, Uof New South Wales
An agile or change-ready organization is able to quickly adapt to changing circumstances; it is ready for anything. It can respond instantaneously to changing customer demands. The agile organization innovates rapidly, and immediately tailors products and services to customer needs.
-Susan M Heathfield
The importance of leadership to the change management process is underscored by the fact that change, by definition, requires creating a new system and then institutionalizing the new approaches. While change management depends on leadership to be enacted, to date there has been little integration of these two bodies of literature. Thus, the purpose of this article is to draw parallels between the change literature and the leadership literature; specifically, the transformational leadership literature that is primarily concerned with the capabilities required to enact change successfully. This is done by describing areas of convergence between the two literatures that point to the appropriateness of transformational leadership in enacting change. Finally, the papers in the special issue are previewed by identifying their underlying themes.
– Regina Eisenbach, Kathleen Watson, Rjnandini Pillai (1999)