This document discusses change management and how organizations can effectively manage change. It defines change management as focusing on people to ensure smooth, easy, and lasting implementation of change. Key elements for successful change management include communicating the vision, engaging leaders, understanding human behavior, and properly planning changes. Change often faces resistance as people must adapt. The document uses Google as an example of effective change management compared to Yahoo, highlighting how Google involved people in changes and prepared them, while Yahoo failed to recognize that change affects whole organizations.

1. Running head: LEARNING ORGANIZATIONS 1
Change Management
Student’s Name
University Affiliation

2. CHANGE MANAGEMENT 2
Change Management
Introduction
The fundamental guideline is that change does not happen in separation – it affects the entire
organization (framework) around it, and all the individuals touched by it. Keeping in mind the end goal
to oversee change effectively, it is hence important to take care of the more extensive effects of the
progressions (Collison and Parcell, 2014). In addition, additionally considering the substantial effects
of progress, its critical to consider the individual effect on those influenced, and their excursion
towards working and acting in better approaches to bolster the change. The Change Curve is a helpful
model that depicts the individual and authoritative procedure of progress in more detail.
When you are tasked with "overseeing change" (regardless of whether or not you subscribe to a
specific change administration approach), the first question to consider is the thing that change
administration really implies in your circumstance. Change administration concentrates on individuals,
and is about guaranteeing change is completely, easily and lastingly executed. What's more, to realize
what that implies precisely in your circumstance, you must burrow down further to characterize your
particular change administration goals (Dar-El, 2012).
Regularly, these will cover:
1. Sponsorship: Ensuring there is dynamic sponsorship for the change at a senior official level
inside of the organization, and connecting with this sponsorship to accomplish the wanted
results.
2. Buy in: Gaining purchase in for the progressions from those included and influenced,
specifically or by implication.
3. Inclusion: Involving the right individuals in the configuration and usage of changes, to verify
the right changes are made.
4. Effect: Assessing and tending to how the progressions will influence individuals.

3. CHANGE MANAGEMENT 3
5. Correspondence: Telling everybody who's influenced about the progressions.
6. Preparedness: Getting individuals prepared to adjust to the progressions, by guaranteeing
they have the right data, preparing and help.
The issue is that changes are frequently met with resistance as individuals from the organization
must move their mindset, learn new abilities, and manage new circumstances, regularly vague
circumstances and numerous other uncomfortable substances that stick the change administration
process (Collison and Parcell, 2014). Concerning authoritative change there are four key elements that
focus the achievement or disappointment of the administration of progress:
1. How the objective of the procedure, including the vision for the organization and feeling of
direness, is imparted inside.
2. How the organization uses its energy focuses to make hierarchical backing. (See the article,
"Change Agents: The Power Behind Effective Change Management").
3. How the pioneers comprehend and influence human conduct and staff inspirations.
4. How the change is arranged.
Change management's definitive objective is to consider these element even with an
authoritative change to impact a perpetual transformation that is in accordance with the set vision of
that particular change (Susman et al., 2006). Let's take Google and dissect how it managed the
transformation of the computing technology over to become the biggest player in this field as compared
to early kings of the computing technology.
The computing technology has transformed into the Internet of things where most of the
computing tasks have been redefined to be provided on the mobile devices, which are portable. As is

4. CHANGE MANAGEMENT 4
well known there were early risers into this mobile computing realm but Google emerged from behind
and overtook a great number of them so what did Google do well as compared to its rivals and for the
sake of this paper we will look at Yahoo (Dar-El, 2012).
As was mentioned earlier, change is not happening in an isolated environment, it is affecting
organizations and their employees, people and other institutions. So Google took this into
consideration, while effecting their transformation to mobile devices they considered the people who
would consequently utilize these technologies (Collison and Parcell, 2014). Built devices that would be
loved by the target users. In addition, they built a myriad classes of devices that would suite various
organizations and people depending on the nature of their work and needs.
Secondly, Google transformed their own organisation to be able to accommodate and drive the
industr transformation that they were facing. Everyone affected by the computing technology and the
transformation Google was putting in place felt included in the process at every stage of it, they were
prepared for every bit of change that was going to occur.
Google's competitor, on the other hand, Yahoo, implemented the change on various units of
their system but was left behind it major sectors. Yahoo never realized the most important thing about
change, that it doesn't occur in isolation (Susman et al., 2006). Yahoo never involved the people its
transformation would consequently affect, hence they were never prepared at all for the changes.

5. CHANGE MANAGEMENT 5
References
Susman, G., Jansen, K., & Michael, J. (2006) Innovation and Change Management in Small and
Medium-Sized Manufacturing Companies. Smeal College of Business. The Pennsylvania State
University. Retrieved from http://www.smeal.psu.edu/cmtoc/cmtoc/research/nistcm.pdf
Collison, C., & Parcell, G. (2014). Learning to fly: Practical knowledge management from some of the
world's leading learning organizations. Chichester, West Sussex: Capstone.
Dar-El, E. (2012). Human learning: From learning curves to learning organizations. Boston: Kluwer
Academic Publishers.