Organizational Change Approaches
This approach to change assumes employees will improve when they are motivated to strive for greater excellence rather than focusing on the negative aspects of their work.
Abundance-based change
This model of organizational structure is characterized by centralized authority, formalized procedures, and specialized functions, typically found in more rigid, hierarchical systems.
Mechanistic bureaucratic structure?
This model for change, developed by Kurt Lewin, includes three stages: unfreeze, change, and refreeze.
Lewin’s Change Model
This strategy focuses on finding and acquiring skilled candidates for long-term organizational needs, not just immediate recruitment.
Talent acquisition
This term refers to a change that occurs unexpectedly and informally, often arising from unplanned shifts in the organization.
Unplanned change
This model promotes a bottom-up, positive approach to organizational change, focusing on what is working well and how it can be expanded.
Appreciative Inquiry Model
In this organizational structure, authority is concentrated at the top, often creating a more rigid and controlled environment.
Centralization
This widely used framework for designing organizational change focuses on creating urgency, forming a guiding coalition, and consolidating gains, among other steps.
Kotter’s Change Model
This process involves assessing and developing employees to ensure the organization has a pool of future leaders.
Succession planning
This type of change affects the entire organization, requiring a realignment of structure, culture, or strategy across multiple units.
Organization-Level Change
This approach involves leaders believing that employees will resist change unless they are threatened with negative consequences for failing to comply.
Deficit-based change
In this type of structure, employees are grouped based on both their functions and product teams simultaneously.
Matrix structure
In this type of change, the organization adapts incrementally, refining existing practices without disrupting the overall system
Incremental change
This tool gathers feedback from multiple sources, including managers, peers, and direct reports, to assess an individual’s performance.
360 Assessment
This change involves small improvements or tweaks to existing systems and processes without disrupting the organization’s core operations.
Incremental Change
This type of change is about reshaping the core identity and values of an organization, usually involving shifts in behaviors and mindset.
Culture Change
This organizational structure is characterized by a horizontal hierarchy where decision-making is decentralized and employees are empowered across the system.
Flat Organization
This organizational model sees companies as constantly adapting to their environment, much like a living organism, in order to thrive.
Complex Adaptive Systems (CAS)
This framework ties individual performance directly to rewards, incentivizing high achievers and aligning compensation with organizational goals.
Pay-for-performance model
This term refers to changes that involve the overall architecture of relationships, roles, and reporting structures within an organization.
Structural Change
This type of change assumes that employees can drive the transformation of the organization by acting as agents of change within their roles.
Change Agents
This term refers to the degree of authority and control an employee has over their actions within the organization
Boundary conditions
This term refers to large, disruptive changes in the organization that may alter its core structure, processes, or values.
Transformational change
This concept refers to the increasing competition between organizations to attract and retain top talent in the market.
War for Talent
This process involves intentionally designing activities or actions that align an organization’s future state with its goals.
Planned Change