This document discusses different approaches to organizational change. It outlines four approaches: 1) The uniform approach views change as a predictable phenomenon that can be implemented uniformly according to a detailed plan. 2) Another uniform approach sees change as more complex but still believes it can be uniformly implemented throughout an organization. 3) A complicated system approach views change as disseminated in a differentiated way but still initiated from the top down. 4) A complex system approach sees change as an emergent, messy process that requires building relationships and focusing on sensing emerging patterns rather than detailed planning. Interventions aim to create a "container for change".

1. ORGANIZATIONAL CHANGE
APPROACHES

2. Mapping the Different Streams of Change Literature
Higgs, M. and Rowland, D. (2005), All Changes Great and Small: Exploring Approaches to Change and its Leadership, Journal of Change Management, Vol 5, No 2, pp. 121-151.

3. The Uniform Approach / Change as a Predictable Phenomenon
The three-phase model of change (adapted from Lewin, 1951)
This view of change encompasses assumptions that
change, because of its linearity, is a relatively
straightforward process and that it can (and should) be
driven from the top of the organization and be
implemented uniformly according to a detailed change
plan
Kotter, J. P. (1995) Leading change: why transformation efforts fail, Harvard Business Review,

4. The Uniform Approach / Change as a Complex Phenomenon
There are two basic theories of change:
(1) Theory E change emphasizes
economic value – as measured only by
shareholder return (“hard” approach)
(2) Theory O change: a “softer” approach
– focuses on developing corporate
culture, and human capability, patiently
building trust and emotional
commitment
The key is to carefully and simultaneously
balance these very different approaches.
Although seeing change as a more
complex process this „school‟ retains
the assumption that change can be
implanted uniformly throughout the
Beer, M. & Nohria, N. (2000) Breaking the Code of Change (Boston, MA: Harvard Business School Press).
organization.

5. Change as Predictable / Disseminated and Differentiated
Approach (COMPLICATED SYSTEM)
Not Transformation but “Profound Change” requires incorporating both an
internal shift in people‟s values, aspirations, and behaviors, and external changes
in the fundamental thinking patterns of organizations that underlie organizational
choices of strategy, structures, and systems.
Although seeing change as a more
complex process this „school‟ retains the
assumption that change can be implanted
uniformly throughout the organization. The
general seat of change is set at the top of
the organization and agents throughout the
organization are equipped with a range of
„change tools‟ which they can determine
how to use in pursuit of the overall
Senge, P. Kleiner, A., Roberts, C., Ross, R., Roth, G., and Smith, B. (1999). The Dance of Change. The
challenges of sustaining momentum in learning organization, Doubleday, New Your, NY. direction.

6. Change as Complex / Disseminated and Differentiated Approach
(COMPLEX SYSTEM)
Complicated systems are rich in detail whereas complex systems are rich in
structure.
Jaworski and Scharmer (2000) identified core practices for success within this
emergent view of change, which are:
(1) Observing: seeing reality with new eyes.
(2) Sensing: turning the observed reality into emerging patterns that inform
future possibilities.
(3) Presencing / Envisioning: crystallizing vision and intent.
(4) Executing: acting in an instant to capitalize on new opportunities
The seven practices are all aspects of the same single movement. That
movement takes place on many levels and can be viewed from three
perspectives: process (from felt sense to embodiment); person (the leader‟s
journey); and principles (the power of intent, mindfulness, and love).
Interventions from this perspective tend to
recognize that change is a „messy‟ rather
than planned activity. They tend to be
Jaworski, J. & Scharmer, C. O. (2000) Leadership in the new economy. Sensing and actualizing emerging
futures, Working Paper, Society for Organisational Learning.
concerned with building relationships and a
container for change.