The document discusses factors for successful organizational change. It notes that change involves improvements to people, processes, and technology, and not just restructuring. It is important to focus on engaging people as they are key to productivity, culture, and operations. Leaders should practice transformational leadership by communicating a shared vision and mission to establish common values. They must also consider different perspectives, especially from lower levels, and promote people's professional growth to ensure broader involvement in the change process. Leaders also need to consider the external environment and integrate new energies to transform outputs.

1. The Third Class Reflection Notes
As shown by Fullan in his (2001) study of the meaning of change, there are four
tasks in change process. However, what the successful organizational change is? How
promote the organization’s initial and continuing change process effectively and
accomplish a successful organizational change? The answer is complicated and
comprehensive. In my concept, it should consider in some factors, synthesizing
open-system theory and leadership theory.
The successful organizational change comprises the significant improvement
among people, process and technology. It does not only involve the reorganization of
structure, and it also relates to the inheritance or restruction of culture (Burke, 2014).
However, the hardest part of change is people. People are related to productivity,
culture and the whole organizational operation. In open-system theory, the people are
the part of input for organization, and it is also the energy for the organization cycle
(Burke, 2014). Thus it is significant to focus on the engagement with people.
Primarily, the leaders should possess transformational leadership (Bush, 2011). It
indicates that they should transfer the subjective purpose to the subordinates. In other
words, it intends to establish common missions and values. Before the change, it
should guide the members in organization to be aware of the necessary to change,
because the change is related to their own benefits. Moreover, it demonstrates that in
open-system theory, the leader should consider the different voices from different
levels, especially from bottom to up. They also need think about subordinates’
professional growth. It is effective to get more people involve in the expected change.

2. In addition, the leaders need consider the external environment, assimilating the
deeper new energy for transformation to output.

3. References
Bush, T. (2011). Theories of educational leadership and management (4th ed.). New
York: Sage.
Burke, W. W. (2014). Organization change: Theory and practice (4th ed.). Thousand
Oaks, CA: SAGE publications, Inc.
Fullan, M. (2011). The new meaning of educational change (3rd ed.). New York:
Teachers College Press.