Managing Change With a Time-Tested Organic Model

Abstract

Change in organization is a continuous process. With success in one change effort, organization has to go for successive changes. We categorize organizational change, depending on its nature and scope, into two types: transactional and transformational. Transactional changes are specific to some issues, such as change in performance management systems, a particular work process or systems, compensation policies and so on. Transformational changes are more holistic as major changes in the organization may be required. Managing a transactional change issue or issues may not require us to face major problems, when it is rational or legitimate. But a transformational change issue requires us to make effective use of change strategies, aligning with our people and organization, and it is more a long-term project. Reflecting on experience in managing change and organizational development, this article illustrates an organic model of change. The author had used this model in large- and small and medium–scale enterprises with success and had experienced it as dynamic and evolving. The author recommends a cross-country evaluation of the organic model for further validation.