Leveraging the Value of an Organizational Change Management Methodology

By Dawn-Marie Turner, Jacob Hallencreutz and Helen Haley.

Published by The Organization Collection

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Article: Print $US10.00
Article: Electronic $US5.00

In today’s environment successfully navigating change and developing organizational change capacity is essential for every organization. The pace of change today requires organizations to continuously adapt and respond. Greg Hackett, an American consultant and researcher, has called for a new organizational paradigm, where survivability, flexibility and systems thinking are key success factors (Hackett, 2006). This will require organizations to have an even greater investment in change. Yet, despite organizations’ considerable investment in change to date, research shows about 70% of organizational change initiatives fail and many fail to give the expected return on investment (Miller 2002, Haines et al 2005, Alvesson & Svenningsson 2008). The challenge of “how to do” change management has become like the elixir of life; as organizations in an effort to capitalize on change management’s potential attempt to adopt, develop and implement an organizational wide change management methodology. However, with the plethora of change management methodologies and models it can be difficult for an organization to know how to choose and use a change management methodology or model. The purpose of this paper is to 1) review the literature to identify the difference between change management methodologies and models,2) explore the role and value organizational change management methodologies have in reducing failure rates for organizational change; 3) present a conceptual framework to guide organizations on the development, adoption and implementation of a change management methodology; 4) explore how organizations can leverage change management methodologies and models to achieve greater organizational change capacity.

Keywords: Change Management Methodology, Change Management Model, Conceptual Framework, Organizational Change, Systems Thinking

International Journal of Knowledge, Culture and Change Management, Volume 9, Issue 9, pp.25-34. Article: Print (Spiral Bound). Article: Electronic (PDF File; 1.296MB).

Dr. Dawn-Marie Turner

President and Organizational Change Specialist, Turner Change Management, Winnipeg, Manitoba, Canada

Dawn-Marie Turner obtained a Ph.D. in Applied Management and Decision Sciences from Walden University. She is currently President of Turner Change Management an education and consulting company specializing in organizational change management. She has 15 years of experience in the development and implementation of change programming, transition planning and implementation. Her research interests focus on change readiness, and the development of techniques that help organizations apply change science to achieve greater success.

Jacob Hallencreutz

Senior Partner, Implement MP AB, Stockholm, Sweden

Jacob is a senior partner at Implement MP AB in Stockholm, Sweden, focusing on change management consultancy. Jacob has more than 15 years of practical management experience from both service and manufacturing companies. Jacob is also a PhD student at Lulea University of Technology. His research interest focuses broadly on how to accelerate and execute organizational change, with a specific focus on process management based on systems thinking.

Helen Haley

President, Allegra Consulting, Melbourne, Australia

Helen Haley is an experienced change management practitioner and professional coach.In 2005 after 10 years experience in the corporate sector, Helen saw an opportunity to start a consulting organisation that would partner with client organisations to help them through the ever-increasing amount of significant change many were facing. Allegra Consulting was formed and today is one of Australia’s leading Change Management consultancies supplying end-to-end change management services including strategic advice, change implementation and other human capital related services. Helen is a qualified professional Life Coach and an accredited member of the Life Coaching Academy. Helen is also a member of the Australian Institute of Company Directors.

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