Leading Organizational Change

Pages: 6 (1133 words) Published: April 27, 2015
 Process vs. Content 1

Week 2 - Process vs. Content
Amanda Anderson
LDR-625-1634-Leading Organizational Change-
March 16, 2015
Robert Miller

Process vs. Content 2
Working with children takes a certain level of adaptability in itself, but, working with children in a company that has absolutely no structure is a framework for disaster. However, planning for a process or a process-driven change intervention and task alignment for many companies have yielded successful results. For example, Jon Meliones, the hospital's chief medical director, was intricate in the three year turnaround and transformation at Duke University Children's Hospital (Spector, 2013). Similarly to the previous paper of the company in which a need for change was identified and Duke University Children's Hospital, it is vital to consider dynamics like shared diagnosis, cross‐functional teams, measurement systems, and the order or sequence should those levers be called upon for understanding the need for effective change implementation ( Spector, 2013). 

Practice theories of implementing change are lagging behind process theories of organizational change and development. To address this gap, examining common breakdowns in implementing four process models of organization change: teleology (planned change), life cycle (regulated change), dialectics (conflictive change), and evolution (competitive change) is inciteful. Change agents typically respond to these breakdowns by taking actions to correct people and organizational processes so they conform to their model of change ( Van de Ven & Sun, 2011). This paper will describe process-driven change intervention, content-driven change intervention, task alignment and explain the differences among them. Process-Driven Change Intervention

In the text Implementing Organizational Change: Theory into Practice,it asserts Effective change involves both content— what is being changed—and process—how the changes are being implemented ( Spector, 2013). By definition, Process‐driven change is an approach to change implementation that emphasizes the methods of conceiving, introducing, and institutionalizing new behaviors and uses content as a re-inforcer rather than a driver of new behaviors ( Spector, 2013). Process‐driven change seeks to create a context and environment in which employees at all levels of Process vs. Content 3

the organization engage in a collaborative way to achieve the strategic goals of the organization. Approaches geared and focused on collaborative, participative, and problem‐solving efforts work to align behaviors with strategic requirements (Spector, 2013). In process-driven change, content is used to support rather than initiate ( Spector, 2013).

Examples of successfully used change programs are Six Sigma, business process re-engineering, the balanced scorecard, lean enterprise, and Agile ( Spector, 2013). These processes may be utilized to reinforce as opposed to drive new behaviors and leadership roles are directed on solidifying purpose and strategic directions for the organization. As a result of unfreezing and creating new focus new patterns of behavior may emerge ( Spector, 2013). Process‐driven change seeks to create an organizational context in which employees will be motivated to adopt new behaviors consistent with the strategic direction of the organization. Content Driven Change Intervention

By definition, content‐driven change is programmatic change in which specific programs, like customer relationship management, balanced scorecard, and lean enterprise, are used as the driver and centerpiece of implementation (Spector, 2013). This is vastly different from the aforementioned process- driven change intervention. Content -driven change serves as the initial cornerstone for launching and driving...

References: Implementing Organizational Change: Theory into Practice, Third Edition, by Bert Spector. Published by Prentice Hall. Copyright © 2013 by Pearson Education Inc.
Fullan, M. (2001) Leading In A Culture of Change
Van de Ven A, Sun K. Breakdowns in Implementing Models of Organization Change. Academy Of Management Perspectives [serial online]. August 2011;25(3):58-74. Available from: Business Source Complete, Ipswich, MA. Accessed March 16, 2015.
Gleick, J. (1999). Faster. New York: Pantheon Books.
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