Leading Organizational Change
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
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
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.