By Edward E Lawler; Christopher G Worley
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Additional resources for Built to change : how to achieve sustained organizational effectiveness
Refreezing involves institutionalizing the change and returning to a period of stability. As is true of unfreezing, refreezing implies that the organization should seek stability following a period of change. As a general rule, the more radical or disruptive the changes that an organization tries to implement, the more likely that it will be unable to successfully change. Indeed, the more radical the change, the more likely that new organizations, often startups, will ultimately emerge as the winners.
We don’t think this is true. We know of no evidence that there is a resistance-to-change gene! It is true that when people have been successful at doing something over and over, and have been rewarded for doing it, they may take a great deal of pride and comfort in doing it. Change is particularly difficult in these situations not because people are inherently resistant—after all, they learned to perform this way in the first place—but because they have not been told to expect change, don’t see any advantages to change, continue to be rewarded for doing what they have always done in the past, and are understandably confused by the suggestion that doing what they were trained to do is no longer valued.
4 Enron’s conversion from a regulated pipeline company to a multibusiness energy financial trader is an extreme example of this type of change. A possible example of this kind of change is under way at BP. ” Transformational change is something very special. Successful cases of it occur relatively infrequently. Unlike strategic reorientations, during which the strategy can remain relatively Why Build Organizations to Change | 11 stable but the organization’s design undergoes substantial revision, transformational change is associated with fundamental shifts in the organization’s strategy, organization design, and processes.
Built to change : how to achieve sustained organizational effectiveness by Edward E Lawler; Christopher G Worley