TRANSFORMATIONAL CHANGE

Transformational Change

Transformational Change

Introduction

Very generally the field of Organizational Development (OD) is about the operation, development and effectiveness of human organizations. Understanding the organization as two or more people gathered for one or more common goals. In this first section reviews the theoretical framework different authors present different definitions of organizational development.

Definition and concepts of Organizational Development

One of the broadest definitions of DO is that of Richard Beckhard, who states "An endeavor: (a) planning, (b) covering the organization, (c) managed from the top management (d) that increases the effectiveness and the health of the organization through (e) the deliberate intervention in the processes of the organization using the knowledge of the behavioral sciences.

As shown in this first definition clearly identifies five important elements that must be present in a change or intervention is made in the organization. Another definition is very close to that of Beckhard is that proposed by Fung Maria Elena Mendoza "planned process that encompasses the entire organization pursuing effectiveness and cultural change to ensure the competitiveness of the organization and its employees (Salerno & Brock, 2008, pp. 109).

Organizational Development as seen from the perspective of Beckhard and Mendoza is a planned change in the context of the organization. To be treated as a change is appropriate to review the models and theories of planned change, different authors proposed. Kurt Lewin introduced two ideas about change. The first assumption states that what is happening at any point in time is resulting in a field of opposing forces, the second was an idea of the process of change itself, suggested that the change is a three-stage process, thaw the old conduct or situation, move to a new level of conduct and refreezing behavior in the new level. Edgar Schein adds, in stage 1, defrosting, the lack of confirmation creates pain and discomfort, causing guilt and anxiety, which in turn motivates the person to change. In step 2, move the person experiencing a cognitive restructuring. The primary task in stage 3, re-freeze, is to integrate the new behaviors in personality and attitudes of the person (Palmer et al, 2008, pp. 212).

Ronald Lippitt, Jeanne Watson and Bruce Westley expanded the three-stage model to a model of seven: (1) the development of a need for change, (2) the establishment of an exchange rate, (3) the clarification or diagnosis of the client system, (4) consideration of alternative routes and goals of action, (5) the transformation of intentions into actual efforts, (6) generalization and stabilization of the exchange and (7) to build a relationship between client terminal - consultant.

Ralph Kilmann presents the model of "total system change", in which there are five steps in sequence: (1) start the program, (2) diagnose problems, (3) program the "paths", (4) implement the "paths" and (5) evaluate the results. The programming and implementation of the "trajectories" means an intervention in a five point lead that are critical to all organizations and that, when functioning properly, make the organization successful, the five paths are the path culture (increases ...