Grand Canyon University
Organizational Development & Change
March 17, 2010
Organizational change is a necessary outcome when considering various scenarios contributing to the resulting vision. Perplexing as it may seem, change initiatives don’t always result in positive outcomes. In fact, many never succeed. As a change agent, one should always have formulated a vision of what change will “look” like for the organization. One would be hard pressed to paint a landscape without having a vision of what the landscape should resemble. Yet, resistance to change usually becomes a significant factor contributing to an initiative’s failure. It is likely an implicit expectation to prepare for the advent of resistance and it consequences. A change agent’s tool box should contain a number of strategies which will support the process of change. Defining and re-defining the end result as well as the change process itself is a useful exercise in that clarity eventually overcomes obscure, poorly orchestrated attempts at invoking change. This paper will propose a change initiative designed for LC- an organization referenced previously in part I of a continuing anthology of LC’s attempts at facing change. Resistance to change will be examined within the context of how certain attributes of any successful change process operate to support or derail attempts at managing a successful change initiative. Managing change requires a vision which supports a renewal process (Moran & Brightman, 2001). Change doesn’t (or shouldn’t) occur for the sake of change. The stress which change places upon an organization isn’t likely to justify the price in terms of its effect on the people which make up the organization. Rather, change should be gauged in terms of its resultant ability to adapt to the needs of the organization’s external and internal customers (Burke, 2002). This should serve as...