Chapter 4.

Change Management1
By Kristi M. Branch

Change management, which falls within the broader theoretical framework of social change
(Lewin 1951, 1958), has been a perennially popular topic in the organizational effectiveness and
management literature. Identifying the need for organization-wide change, and leading
organizations through that change is widely recognized as one of the most critical and challenging
responsibilities of organizational leadership. These responsibilities have become even more
important in recent years as organizations are
…living through a time of tremendous sea changes…. Globalization, the
disruptive influence of new technologies, the emergence of e-business, and
growing electronic connectivity among far-flung financial markets are all
accelerating the pace of commerce throughout the world today – in virtually
every industry. Add deregulation, political instability, emerging new
economies in the Pacific Rim, and an exploding number of new scientific
discoveries (many of which lead quickly to new products and commercial
applications), and you have a recipe not only for market turbulence, but also
for … “disruptive phase shifts” in how business is conducted. (Burke and
Trahant 2000:xi).

The need to deal with disruptive phase shifts is as true for public science organizations as it is for
private sector business organizations. Familiarity with this literature can help managers of
science organizations prepare themselves and their organizations to deal more effectively with the
challenges of intentional organization-wide change by understanding the factors that stimulate
organizational change, the types of changes initiatives that other organizations have used to
respond to such stimuli, and the lessons learned about implementing those changes and about
managing the behavioral, motivational, and performance dynamics that arise during the change
process.

Efforts to design and implement change across federal agencies have included, most recently, the
“re-invention” strategies of the early and mid-1990s and current strategies resulting from the
President’s Management Agenda. Such efforts usually focus on streamlining, achieving more
with fewer resources, modernizing structures and processes, and aligning public-service goals
(perhaps new goals) with outcomes. These kinds of changes fit the definition in the change
management literature of intentional, organization-wide change that is undertaken to achieve
some organizational goal. This focus on managing change in the organization as a whole, rather
than change that pertains to small work groups or single departments, represents a significant
departure from past managerial thinking (Greiner 1967:119) and highlights the relationship
between strategy and change management. The need for intentional organization-wide change in
science organizations can result from changing internal conditions (for example, transitions
within the organizational life cycle or changing goals, budgets, or missions) or changing external
conditions (for example, transformations due to new technologies, policies, regulations, economic
conditions, or international events). Presidential directives and federal legislation such as the
Government Performance and Results Act have the potential to provoke large-scale
organizational changes in science-funding and science-performing organizations.

1
Related chapters include: Strategy, Leadership, Competencies, Organizational Communication, and
Participative Management

Ch 4 Change Management 06.10.02.doc 6.10.02

Over the past several decades, there has been an increasing interest in understanding how
organizations evolve over time – adapting or failing to adapt, initiating change and responding to
change – and in the cumulative, system-wide consequences of individual organization’s
responses, both planned and unplanned. Mohrman and Mohrman (1993:87) echo many others in
observing that “organizational environments have become less benign, more complex, more
interconnected, and more dynamic”…producing conditions that “pose the need for change while
making it difficult to learn and change by overloading the information-processing capabilities of
organizational members.” Provoked by the challenges posed to American industry, first by the
success of Japanese firms and the Asian economies and then by the “disruptive” technological
innovations of the new economy, the recent literature on change management has tended to argue
that organizations are facing an accelerating and pervasive need for continual, and increasingly
rapid and dramatic, change (see for example Drucker 1980; Fradette and Michaud 1998; Miller
and Morris 1999; Mohrman et al. 1989). This has led to greater attention to the tension between
vision-led and problem-driven change strategies.

Recent articles by Christensen and Overdorf (2000), Miller and Morris (1999), and Tushman et
al. (1997) illustrate the imperative for, and the challenges of, managing organizations through
periods of disruptive change in the external environment, such as that currently being experienced
as a consequence of globalization, advancements in communications and information
technologies, changing international relationships, and breakthroughs in the biological sciences.
This has been identified as particularly true for research and development organizations, which
have a high need to be flexible, innovative, learning organizations (Sapienza 1995; Senge 1990;
Hargadon and Sutton 2000). Adding to the challenge, the literature clearly demonstrates that the
attributes that enable an organization to be successful at one stage in its lifecycle or in a particular
historical context do not ensure success in another.

Recent change management literature has focused primarily on the private sector, targeted to
those trying to lead organizations through organization-wide change processes (Goodstein and
Burke 1995; Mohrman, Jr. et al. 1989). The goal of the intentional organizational change
typically addressed in this literature is to make rapid improvements in economic value while
simultaneously creating an organization whose structure, processes, people, and culture are
tailored appropriately for its current mission and environment and positioned to make the next
round of needed change (Beer and Nohria 2000). Two levels of intentional change are typically
discussed (Burke and Trahant 2000; Beckhard and Harris 1987; Bridges 1995): (1) fundamental
or transformational (addressing “big picture” issues such as mission, strategy, culture, leadership,
external environment); and (2) transitional or transactional (the everyday, how things get done
issues such as structure, management practices, systems, motivation, needs, job fit, and work unit
climate).

The literature addresses four principal aspects of change management: theoretical models and
frameworks that reveal and guide organization members’ and researchers’ thinking about
organization change, approaches and tools, factors important to successful change management,
and the outcomes and consequences of the change management process. A key point reflected
throughout this literature is that planned change, and hence the skills and tools used, need to be
tailored to meet the specific needs of the organization within its particular context (Goleman
2000; Greiner 1998; Adizes 1999; Christensen and Overdorf 2000; Enriquez and Goldberg 2000;
Lawler et al. 2001).

Ch 4 Change Management 06.10.02.doc 2 06.10.02

Theoretical Frameworks and the Factors that Stimulate Organizational Change

Theories about organizational change implicitly or explicitly include assumptions about what an
organization is and its relationship to its environment. Dooley (1997) Hage (1999:614-616), and
Haveman (2000) articulate this relationship for some of the organizational theories influential in
the organizational change literature. An organization may be seen as
♦ An “organism” that adjusts or evolves in response to fluctuations or contingencies in the
environment and simultaneously influences its environment. In stable and certain
situations, mechanistic organizational forms are appropriate, but in unstable and uncertain
markets, an organic organizational form is more appropriate.
♦ An entity that must adapt to its environments through testing in a Darwinian sense –
firms with inferior structures and/or practices die in a resource-constrained competition,
and both planned and unplanned variation is introduced in a cycle of variation-selection-
retention.
♦ An institution influencing and influenced by its context (Powell and DiMaggio 1991,
DiMaggio and Powell 1983, and Zucker 1987).
♦ Defined by its ability to change their information-processing capabilities. Because of
bounded rationality, heuristics are seen as dominating organizational decision making
and thus organizational change in this approach.
♦ Political, that is, those departments or occupations that handle the major contingency
facing the organization will become the dominant coalition and exert their power to
maintain dominance. A variant of this is resource dependency theory.

Theories about change at the individual level underlie much of the thinking about how change at
the organizational level is accomplished. Bennis et al.’s classic The Planning of Change
(1985:24-43) groups available change mechanisms into the strategies that reflect the different
theories about how people can be induced to change:
♦ Educative/empirical-rational strategies, which posit that individuals, guided by reason,
will utilize some rational calculus of self-interest to determine needed changes in
behavior. Knowledge is a major ingredient of power in these strategies.
♦ Normative/persuasive strategies, which posit that individuals are guided by internalized
meanings, habits, and values. These strategies emphasize the importance of balancing
knowledge about technologies and systems with knowledge and understanding of non-
cognitive determinants of behavior, including processes of persuasion and collaboration.
♦ Power-coercive strategies, which emphasize political and economic sanctions and
regulatory strategies as ways to amass political and economic power behind change
goals. These strategies include nonviolent protests, use of political institutions, and
manipulation of the alignment and composition of the power elite.

Meyer et al. (1990) add mimetic strategies, which are designed to promote change by providing
examples and the models.

Dooley (1997:69) observes that the “prevailing paradigm of a given era’s management theories
has historically mimicked the prevailing paradigm of that era’s scientific theories.” During the
nineteenth and early twentieth centuries, management theories held reductionism, determinism,
and equilibrium as core principles (the organization as a machine metaphor), and accorded

Ch 4 Change Management 06.10.02.doc 3 06.10.02

management near total authority over the workplace – in other words, an autocratic management
model (the power-coercive strategy described above).

Although contemporary management practice remains deeply rooted in the mechanistic,

equilibrium approach and an autocratic model of management, it is increasingly influenced by an
organic construct of the organization that emphasizes organization-external environment
interactions, teamwork and participation, worker motivation, and the dynamic aspects of change,
adaptation, and learning (Morgan 1986; Wheatley 1992). The work of Mayo (1933), Likert
(1961), McGregor (1960) and Trist (1981), along with many others, laid the foundation for this
growing emphasis on balancing technical aspects of organizational design with consideration of
the needs and interests of the workers and the constraints and opportunities presented by the
external environment. Indeed, a substantial focus in the change management literature is helping
organizations, and top management, change their management model and their managers’
behaviors.

Kurt Lewin’s (1951, 1958) three-phase model of change -- unfreeze2, move or change, and
refreeze –provides the framework for much of the literature that deals with intentional change in
organizations (Goodstein and Burke 1995; Sapienza 1995; Kotter 1998; Goss et al. 1998). An
important aspect of this framework is the centrality of changing the individuals who comprise the
organization and the explicit recognition that change will be resisted, and that overcoming this
resistance requires leadership (and hence the involvement of top management) and creates costs,
which in the case of individuals include substantial emotional work. Conflict theory, action
research, and discrepancy theory are employed to articulate and address the individual and
interpersonal aspects of change (Dannemiller and Jacobs 1992). Lewin identified three ways that
organizational change could be accomplished:
♦ Changing the individuals who work in the organization (their skills, values, attitudes and
eventually behavior) – with an eye to instrumental organizational change
♦ Changing various organizational structures and systems – reward systems, reporting
relationships, work designs
♦ Directly changing the organizational climate or interpersonal style – how often people are
with each other, how conflict is managed, how decisions are made.

Robertson and Seneviratne (1995) add changes in technology and physical setting to the ways
change can be accomplished, which they group with organization arrangements and social factors
into a category they label organizational work setting. As illustrated in Figure 3, their model of
the organizational change process has three phases: (a) planned interventions create changes in
the organization work setting; (b) these changes in the work setting lead individuals to change
their behavior; (c) these individual behavioral changes impact organizational performance and
individual development, the key organization outcomes. Others involved in this discussion would
emphasize that the intervention strategy needs to be driven by vision and strategy (Beckhard and
Harris 1978), and that the arrows linking the components should be double-headed, reflecting the
interactive nature of the components in the change process.

Underlying discussions of change strategies are two different models of behavioral change
(Sapienza 1995). The first views behavior as a function of attitude, with attitude change seen as
driving changes in behavior – i.e., change attitudes and behavior will follow (Lewin 1951, 1958).
The second views behavior as a function of context, with changes in context seen as driving
changes in behavior – i.e., change the context and behavior will follow. The tension between

2
This phase is sometimes divided into: (a) producing a felt need for change, and (b) unfreezing.

Ch 4 Change Management 06.10.02.doc 4 06.10.02

these two models and the basis for choosing one approach over another in a particular
circumstance has been a key focus of change management literature and research. Although the
debate continues, there is increasing recognition that a balanced approach that employs mutually
reinforcing interventions, tailored to the particular circumstances and history of the organization,
to change both attitudes and context is likely to be the most effective in creating the desired
change (Sapienza 1995; Beer and Nohria 2000; Heifetz 1994; Senge 1990; Senge et al. 1999).

Intervention Activity

Organizational Work Setting

Organization Social Factors

Arrangements

Technology Physical setting

Individual Behavior

Organizational Outcomes

Organizational Individual
Performance Development

Source: Adapted from Robertson, Peter J., and Sonal J. Seneviratne. 1995. Outcomes of Planned
Organizational Change in the Public Sector. Public Administration Review 55(6):550.

Figure 3. A Theoretical Model of the Dynamics of Intentional Organizational Change

Ch 4 Change Management 06.10.02.doc 5 06.10.02

Beer and Nohria (2000:133) illustrate how these two archetypes/models of change are reflected in
the business world. They note that there are contradictions between the two models and the
change strategies that follow from them. They argue that change managers can start with an
approach based on changing the context (economic value theory, E) and then follow with changes
based on changing attitudes (organizational capability theory, O), but not the reverse due to the
loss of trust caused by the tough actions associated with aggressive change in context (Theory E).
Because this sequential approach takes time, they advocate an integrated approach, emphasizing
that success depends upon explicitly confronting the tension between the goals of creating
organizational economic value and creating organizational capability, a point emphasized
throughout this literature. A graphic representation of this theory is shown in Table 1.

Table 1. Addressing the Tensions between Competing Change Management Strategies

Dimensions Economic Value Organizational Capability Theories E and

of Change Theory (E) Theory (O) O Combined
Goals Maximize Develop organizational Explicitly embrace the paradox
shareholder value capabilities between economic value and
organizational capability
Leadership Manage change Encourage participation Set direction from the top and
from the top down from the bottom up engage the people below

Focus Emphasize Build up corporate Focus simultaneously on the

structure and culture: employees’ hard (structures and systems)
systems behavior and attitudes and the soft (corporate culture)
Process Plan and establish Experiment and evolve Plan for spontaneity
programs

Reward Motivate through Motivate through Use incentives to reinforce

System financial incentives commitment—use pay as change but not to drive it
fair exchange
Use of Consultants analyze Consults support Consultants are expert
Consultants problems and shape management in shaping resources who empower
solutions their own solutions employees
Source: Beer, Michael, and Nitin Nohria. 2000. Cracking the Code of Change. Harvard
Business Review 78(2 March-April):136-137.

Among the other organizational change theories that play a key role in the change management
literature are lifecycle and growth stage theories (Adizes 1999; Greiner 1967, 1998), which
emphasize the importance of the predictable life stages of an organization that drive change and
create change management demands; and cultural change (Cameron and Quinn 1999; Burke and
Trahant 2000), which incorporates both learning theory and action research (Argyris and Schön
1978; Argyris 1993; Heifetz 1994; Wheatley 1992) and participation/engagement theory (Strebel
1998; Heifetz 1994; Holman and Devane 1999). Christensen and Overdorf’s (1999) theory of
disruptive change has had a widespread impact on change management thinking, as discussed
below.

Ch 4 Change Management 06.10.02.doc 6 06.10.02

Approaches and Tools of Change Management

Much of the change management literature continues to reflect a mechanistic view of

organization and management, with an expectation of relatively straightforward cause and effect
relationships between the factors that stimulate change, the change initiatives or interventions
undertaken in response to those stimuli, and outcomes that will result from those initiatives.
Recently, particularly in discussions about the challenges posed by disruptive changes in
technology and the external environment and organizations that diverge from the dominant
hierarchical bureaucratic form, there is growing debate about the ability of logical, empirical
analysis to provide the insight and creative response needed for successful transition or
transformation. Critics have suggested that the change management literature has been subject to
fads and hyperbole, reaching “evangelical proportions” of advocacy for change management
strategies such as business process re-engineering and total quality management while failing to
incorporate sound principles of organizational design (McNamara 1999; MacDonald 1998).

Reflecting the sustained interest in organizational change and change management, a wide variety
of tools have been developed to both initiate and manage organizational change and to control
and direct change caused by unplanned disruptions. Many of the most popular tools are focused
on achieving quality improvements; addressing worker concerns; and enhancing flexibility by
changing organizational structure, processes, people, and/or culture. Nadler and Tushman (1997),
Lawler et al. (1992, 1998, 2001) and others emphasize that the choice of approach or tool
depends upon the organization’s nature, resources, and problems, and must be tailored to the
specific contest and organization.

McNamara (1999) compiled an overview of the tools and approaches for organizational change
and improvement that are used in change management. Jacobs (1994), Mohrman and Mohrman,
Jr. (1993), Miles (1997), and Nadler and Tushman (1997), identify the following as candidate
tools and approaches, many of which are addressed in considerable detail in other chapters of this
book:
♦ Backward Mapping (start with the end in mind, working backward from the desired end
state to identify pathways to success)
♦ Balanced Scorecard (ensure well-rounded performance, especially from managers, by
designing an evaluation that takes into account the perspective of clients/customers,
manager, peer, and subordinate on four dimensions: customer service, internal business
processes, learning and growth, and financials)
♦ Benchmarking (use standards or measures from high performing organizations as basis
for comparison – results from benchmarking need to be used as part of an overall change
process; just doing the benchmarking doesn’t lead to change)
♦ Business Process Reengineering (increase performance by radically redesigning the
organization’s structures and processes, including starting over from the ground up)
♦ Continuous Improvement (improve performance and customer satisfaction through
continuous and incremental improvements to processes, including removing unnecessary
activities and variations – often represented as a quality initiative)
♦ Cultural Change (accomplish radical and fundamental change by changing the basic
values, norms, beliefs, etc., among members of the organization)
♦ Employee Involvement (engaging personnel from throughout the organization to identify
issues, propose solutions, and become partners in implementing the changes needed to
succeed in present and future environments).

Ch 4 Change Management 06.10.02.doc 7 06.10.02

♦ ISO9000 (implement internationally recognized standards of performance and quality
using guidelines especially focused on environmental performance)
♦ Knowledge Management (collect and manage critical knowledge in an organization to
increase its capacity for achieving results, often involving extensive use of computer
technology – impact depends on how well the enhanced, critical knowledge is applied to
the organization)
♦ Learning Organization (enhance organizational systems (including people) to increase
capacity for performance -- impact depends upon how well the enhanced ability is
applied in the organization)
♦ Management by Objectives (align goals and subordinate objectives throughout the
organization – a form of planning)
♦ Organizational Design (redesign the organization to address inadequacies and build new,
more appropriate capabilities and processes, including organizational self-design and
learning)
♦ Outcome-Based Evaluation (assess impact of services and products on target
communities, identify outcomes necessary to accomplish objectives with target market,
construct measures for each outcome to assess extent of achievement)
♦ Total Quality Management (ensure that the organization consistently meets or exceeds
customer requirements and continually improves by measuring processes and imposing
controls)

Factors Important to Successful Change Management

There is increasing emphasis on the need to tailor change management strategies to the particular
characteristics of the organization and its environment and to address all aspects of the
organization during implementation. Even then Christensen and Overdorf (2000) emphasize how
difficult it can be to meet the simultaneous demands of the current organization and its business
needs and those of the emerging conditions. There is general agreement that success is unlikely
unless the following basic considerations are addressed effectively. This requires not only skilled
management but also effective leadership and broad employee engagement and participation.

Providing Alternative Spaces and Structures for Change

Christensen (1997) and Christensen and Overdorf (2000) provide an extremely lucid discussion
of the challenges facing organizations trying to respond to discontinuous and disruptive changes
in the external environment and the critical role an informed and appropriate strategy plays in
management’s ability to chart a course that enables the organization to succeed under these
difficult circumstances. Frequently, the strategy for success is not easy to determine since many
aspects of the changing environment are still emerging and are highly uncertain. This places a
premium on rapid recognition of changing conditions that require a change in strategy, and a
thorough understanding of the capabilities, values, and processes of the organization, which
determine the organization’s ability to implement a strategy. Miles (1997) emphasizes that
transforming change is vision-led rather than problem-driven.

Christensen and Overdorf (2000), Sull (1999), and Miller and Morris (1999) highlight the
strategy issues created by the tradeoffs organizations face when dealing with disruptive or
discontinuous change: execute current business effectively or adapt to meet the new needs.

Ch 4 Change Management 06.10.02.doc 8 06.10.02

Processes and values, which constitute valuable resources for conducting the organization’s
current business, can become constraints on the organization’s ability to succeed in the changed
environment. Processes by definition are not meant to change, or need tightly controlled
procedures to manage the change; changing them takes time and effort. Values influence
judgments about the type of business the organization can conduct (for example, acceptable
margins and the types of projects/products that are within the organization’s “market,” including
how big an opportunity has to be to be interesting). Values are also difficult to change.
Consequently, when “the organization’s capabilities reside primarily in its people, changing
capabilities to address the new problems is relatively simple. But when the capabilities have
come to reside in processes and values, and especially when they have become embedded in
culture, change can be extraordinarily difficult” (Christensen and Overdorf 2000:71). Processes
are not nearly as flexible or adaptable as resources, and values are even less so. So when an
organization needs new processes and values, because it needs new capabilities, it must create a
new organizational space where those capabilities can be developed in several ways: (1) creating
new organizational structures within the corporate boundaries where new processes can be
developed, (2) spinning out an independent organization from the existing organization, or (3)
acquiring a different organization whose processes and values closely match the requirements of
the new task. These alternatives obviously have implications for the existing organization as well
as the demands placed on the organization’s leadership, as illustrated in Table 2.

Table 2. Strategies for Enhancing Effective Change Response

Requirements Good Fit with Organization’s Values Poor Fit with Organization’s Values about
of New about Type of Business Opportunities Type of Business Opportunities
Opportunities
Poor Fit with Use a heavyweight team (the relevant Use a heavyweight development team (the
Organization’s people pulled out of their existing relevant people pulled out of their existing
Processes organization acting as general managers organization acting as general managers
for the new initiative), but operating for the new initiative), in a separate spin-
within the existing organization out organization
Good Fit with Use a lightweight team (a cross Development may occur in-house through
Organization’s functional team matrixed from their a heavyweight team (the relevant people
Processes existing positions) operating within the pulled out of their existing organization
existing organization acting as general managers for the new
initiative), but commercialization almost
always requires a spinout
Source: Christensen, Clayton M., and Michael Overdorf. 2000. Meeting the Challenge of
Disruptive Change. Harvard Business Review 78(2 March-April):75.
Note: The idea of heavyweight teams was developed by Kim Clark and Steven Wheelwright (1997).

Leadership

Executive sponsorship and participation are critical to the success of change initiatives.
Numerous studies have identified leadership and participation by top management as the single
greatest contributor to success in change management programs (Kanter 1983; Kanter et al. 1992;
Goodstein and Burke 1995). Mohrman and Mohrman (1993), Lawler et al. (1993) and others
stress that change leadership must be diffused throughout the organization and an effective
leadership network established to overcome resistance and inertia within the organization.
Among the requirements of leadership during planned organizational changes are the courage to

Ch 4 Change Management 06.10.02.doc 9 06.10.02

confront resistors and deal proactively with conflict, the ability to provide vision and coherence
(linkages that hold the organization together), and the ability to motivate and overcome resistance
(Pasternack and Viscio 1998; Baldwin and Clark 1997; Marshall 2000). Bennis and O’Toole
(2000) note that the right CEO can make or break a company, in part because of the CEO’s role
in initiating and leading planned change.

Leaders are needed to provide vision, inspiration, and conviction and to demonstrate integrity,
provide meaning, generate trust, and communicate values. They must also know how to pace and
sequence change efforts to avoid change fatigue and cynicism (Abrahamson 2000). Goleman’s
(2000:81) extensive study (random sample of 3,871 executives) found that a key aspect of
leaders’ effectiveness during change was their ability to apply different styles of leadership to
different circumstances, even within short time periods. This was because different leadership
styles (coercive, authoritative, affiliative, democratic, pacesetting, coaching) have different
effects on aspects of organizational climate (flexibility, responsibility, standards, rewards, clarity,
commitment) that affect the success of planned change in different circumstances. This finding is
also consistent with Fiedler’s (1996) study on the contingent leadership. Nystrom and Starbuck
(1984) emphasize the importance of top managers’ ideas on organizational learning, and the
potential need to replace top managers en masse in order to enable the organization to unlearn
dysfunctional approaches and respond effectively to crisis situations.

Pascale et al. (1997:127) reflect much of the literature in the three interventions they recommend
to leaders for restoring companies to “vital agility” and keeping them in good health:
♦ Incorporate employees fully into the principal business challenges facing the company
♦ Lead the organization in a different way to sharpen and maintain employee involvement
and create constructive stress by raising issues and generating urgency
♦ Instill mental disciplines that encourage people behave differently and then help them
sustain their new behavior.

Recognition of and Attention to the Personal Aspects of Change

Managing the social psychology of the workplace is critical for successful organizational change.
Consequently, a substantial segment of the change management literature focuses on describing
how managers and employees respond to change and advising managers and staff about how to
handle the stress, conflicts, and emotional issues that accompany change, gain support for and
participation in the change effort, and generally, make organization-wide change less traumatic.
(See Adizes 1991, 1999; Argyris 1993; Heifetz 1994; Holman and Devane 1999; Kotter 1998;
Marquardt 1999; Marshall 2000; Woodward and Buchholz 1987). Throughout this literature
managers are advised to recognize that change is implemented by and has consequences for
people, and that change can be made significantly less traumatic and more successful if these
human aspects are anticipated and handled effectively. An entire literature has developed
emphasizing the importance and impact of involving employees effectively in organizational
decision making and change initiatives. Widespread involvement, use of tools such as future
search, real-time strategic change, and open space processes can enable a critical mass of
organizational members participate in understanding the need for change and the ability to
coalesce around the future vision.

A key message is that during times of change, communication and employee engagement are
more important than usual and can substantially affect the cost and outcome of change efforts.
Trust is identified as particularly important in obtaining support for and participation in change

Ch 4 Change Management 06.10.02.doc 10 06.10.02

efforts (Adizes 1991; Duck 1998; Marshall 2000). Strebel (1998 [1996]:139) emphasizes that
executives and employees see change differently, with senior managers typically seeing change
as opportunity, for both the business and themselves, and employees typically seeing change as
disruptive, intrusive, and likely to involve loss. These aspects of change are very personal and
need to be addressed in personal terms. It is important for those managing change to identify the
key issues that may range from loss of turf, attachment, meaning, future, competency-based
identity, and/or control. It is in the discussions of the human aspects of change that Lewin’s
three-stage model of unfreezing, move or change, and refreezing is most frequently applied. In
designing change initiatives, cautions are made concerning the difficulty of and time required to
create new values within an organization.

In-Depth Understanding of the Existing Organization, Its Lifecycle or Developmental Stage, and Its
Environment

The literature consistently emphasizes the danger of embarking on organizational change without
conducting an organizational assessment to ensure an understanding of the key elements of the
organization’s performance. This information is then combined with information about the
external environment and the future vision to develop the change strategy. The organizational
assessment needs to take into consideration where the organization is in the growth and
evolution/development (lifecycle) process so that the change process can work “with the flow of
the tide rather than against it.” (Greiner 1998:8). There is a substantial component of the
literature that describes the attributes of the different lifecycle stages and how to conduct such an
assessment (Adizes 1999; Greiner 1968; Pascale et al. 1997; Sull 1999). The point is frequently
made that the solutions to the problems experienced during one lifecycle change are exactly what
breeds new problems as the organization continues to grow and mature, and that organizations
frequently have difficulty letting go of previously successful strategies, even when they are no
longer useful (Greiner 1998; Skarke et al. 1995).

In fact, there is a significant literature on the importance of ‘unlearning” as part of the change
process. Tools such as change-boards have been identified as effective tool to assess current
versus desired stance of stakeholders and in maintaining focus on the gaps between existing and
future needs and the areas that require greater attention and effort. Ackoff (1999), Hedberg et al.
(1976) and Wheatley (1992) emphasize the importance of action learning and a learning and
experimental approach to change, particularly in the complex, highly interconnected systems
typical of knowledge-based organizations.

Balance and Organizational Learning to Make Strategic and Effective Use of Change Mechanisms

Dooley (1997:92) and others emphasize that the convergent and divergent forces at play during a
change process must be balanced, not in a linear, additive way, but in an organic fashion. Kotter
(1998), Abrahamson (2000), Christensen and Overdorf (2000) and others emphasize the
importance of a systematic and comprehensive approach, and the importance of recognizing the
amount of time and effort required to fully implement a transformational change (on the order of
ten years). While acknowledging the non-linear aspects of the change process, it is still useful for
organizational leaders to analyze available information to identify what needs to be changed in
order to prepare the organization to be successful in its current and future environment.
Mohrman, Jr. et al. (1989), Ackoff (1999), Hedberg et al. (1976). This leads to general guidelines
for an effective change management process:
♦ Create a shared purpose

Ch 4 Change Management 06.10.02.doc 11 06.10.02

♦ Cultivate inquiry, learning, experimentation, and divergent thinking
♦ Enhance external and internal interconnections via communication and technology
♦ Instill rapid feedback loops for self-reference and self-control
♦ Cultivate diversity, specialization, differentiation, and integration
♦ Create shared values and principles of action
♦ Make explicit a few but essential structural and behavioral boundaries
♦ Plan to implement change over the long term, following periods of intense change with
periods of consolidation.

Strategies for effecting cultural change drawn from the organizational culture literature include
(Schein 1999):
♦ Unfreezing the old culture and creating motivation to change
♦ Capitalizing on propitious moments—problems, opportunities, changed circumstances,
and/or accumulated excesses or deficiencies of the past
♦ Making the change target concrete and clear
♦ Maintaining some continuity with the past
♦ Creating psychological safety through a compelling positive vision, formal training,
informal training of relevant groups and teams, providing coaches and positive role
models, employee involvement and opportunities for input and feedback, support groups,
and addressing fears and losses head on
♦ Selecting, modifying, and creating appropriate cultural forms, behaviors, artifacts, and
socialization tactics
♦ Cultivating charismatic leaders
♦ Having a realistic and solid transition plan
♦ Exercising risk management, and understanding and addressing the risks and benefits.

Outcomes and Consequences of Change Initiatives: The Risk of Failure

Change management proponents have also been criticized for failing to conduct the evaluations
necessary to document and clarify the results of change management initiatives, examine their
cost effectiveness, and acknowledge the difficulty, costs, and complexity of managing
organization-wide change (MacDonald 1998; Kotter 1998; Abrahamson 2000). Indeed, the value
of planned change has been challenged, with some studies indicating that most change
management initiatives fail while exerting heavy economic and human tolls on the organization
(Beer and Nohria 2000:133).

Although the change management literature generally recognizes the need for change initiatives,
the potential for failure is great. The Harvard Business School tracked the impact of change
efforts among the Fortune 100 and found that all companies had implemented at least one change
program between 1980 and 1995, but only 30 percent produced an improvement in bottom-line
results that exceeded the company’s cost of capital (Pascale et al. 1997:139). Beer and Nohria
(2000:133) found that about 70 percent of change initiatives fail.

Ch 4 Change Management 06.10.02.doc 12 06.10.02

Reasons for failure include:
♦ The key to achieving and sustaining significant change is changing the basic ways of
thinking within the organization, but this is difficult to achieve and sustain (Senge et al.
1999). Companies resist new truths with a great deal of emotion (Martin 1998:114).
♦ Change management requires leadership, poses both personal and organizational stresses
and challenges, and, if not done or done poorly makes things worse (Goodstein and
Burke 1995:7). Even when an organization can figure out what to do, it still has to figure
out how to make goals and methods transparent enough that employees are willing to
take some calculated risks (Martin 1998:137).
♦ Change needs to be implemented over the long term, with careful attention to the
disruptive aspects of change management. Periods of intense change need to be followed
by periods of consolidation. Organizations need to plan for ten years of effort to
accomplish a major transformational change (Kotter 1998). Skipping steps creates only
an illusion of speed and never produces a satisfying result. Critical mistakes in any of the
phases can have a devastating impact, slowing momentum and negating previous gains
(Kotter 1998:2).
♦ Because of the need to maintain a capability to conduct existing business during the
interim and the entrenched structures and practices that must be overcome, there is
general agreement that it may be easier to create the necessary conditions in new
organizations than in existing organizations.

The Application of Change Management to Public Science Management

Science management organizations have varied in their ability to respond to and manage change.
At the level of basic research activities, communication among scientists may be sufficient to lead
research activities into pertinent and promising areas. However, the rigidities of federal
bureaucracies and the complex budget and justification processes may tend to delay the initiation
of new programs and to burden such programs with defined milestones and outputs inappropriate
for state-of-the-art research. Thus, understanding the processes of change and the ability to
manage changes in basic research are essential tools for the science manager.

This literature indicates that managers of science organizations, both public and private, need to
be “environmentally vigilant,” carefully monitoring and analyzing the external environment to
identify and analyze changes that could significantly alter the “rules of the game” and indicate a
need for organization-wide change within their organization (Burke and Trahant 2000). Forces
such as globalization, the movement to “centerless organizations” in which organizational
boundaries are altered by partnerships and network interactions, redefinitions of US strategic
interests and the role of science in national security, a changing political climate that dictates
new, more extensive, or different partnerships in either the funding or execution of science,
breakthroughs that change definitions of disciplinary boundaries, competition, or requirements for
collaboration, events such as terrorist attacks or heightened concern about spies and the protection
of classified information are examples of the types of changes in the external environment that
could have major consequences for the strategy and operations of the organizations that fund and
conduct public science.

On the positive side, many of the skills and attributes most important for successful
organizational change are those already well represented in the organizations involved in science
management: expectation of change, appreciation for the unexpected nature and consequences of
discovery and innovation, and extensive networks and collaborations that routinely bring outside

Ch 4 Change Management 06.10.02.doc 13 06.10.02

information into the organization. This literature provides a rich mixture of theory, conceptual
frameworks, guides, and case studies that, collectively, convey the wide range of options,
complexity, and challenges of managing organizations through voluntary or involuntary change.
It can help leaders of public science organizations understand and interpret the challenges facing
their organizations and arm themselves with the tools needed to develop a set of change strategies
that are tailored specifically for the particular combination of bureaucratic hierarchy and
knowledge-based organizations they inhabit.

References

Abrahamson, Eric. 2000. Change Without Pain. Harvard Business Review 78(4 July-
August):75-79.
Ackoff, Russell L. 1999. Re-Creating the Corporation: A Design of Organizations for the 21st
Century. New York: Oxford University Press.
Adizes, Isaac. 1991. Mastering Change: The Power of Mutual Trust and Respect in Personal
Life, Family Life, Business and Society. Santa Monica, CA: Adizes Institute Publications.
Adizes, Ichak. 1999. Managing Corporate Lifecycles. Paramus, NJ: Prentice Hall Press.
Argyris, Chris. 1993. Knowledge for ACTION: A Guide to Overcoming Barriers to
Organizational Change. San Francisco: Jossey-Bass Publishers.
Argyris, Chris, and Donald Schön. 1978. Organizational Learning: A Theory of Action
Perspective. Reading, MA: Addison-Wesley.
Baldwin, Carliss Y., and Kim B. Clark. 1997. Managing in an Age of Modularity. Harvard
Business Review 75 (5 September-October):84-93.
Beckhard, R., and R.T. Harris. 1987. Organizational Transitions: Managing Complex Change.
Second edition. Reading, MA: Addison-Wesley.
Beer, Michael, Russell A. Eisenstat, and Bert Spector. 1990. The Critical Path to Corporate
Renewal. Boston: Harvard Business School Press.
Beer, Michael, and Nitin Nohria. 2000. Cracking the Code of Change. Harvard Business
Review 78 (3 May-June):133-141.
Bennis, Warren G., Kenneth D. Benne, and Robert Chin. 1985 (originally 1961). The Planning
of Change. Fourth Edition. New York: Holt, Rinehart and Winson.
Bennis, Warren, and James O’Toole. 2000. Don’t Hire the Wrong CEO. Harvard Business
Review 78 (3 May-June):171-176.
Bridges, William. 1995. Managing Organizational Transitions. In Managing Organizational
Change. Burke, W. Warner (ed.). Pp. 20-28. New York: American Management
Association (AMACOM).
Bunker, Barbara Benedict, and Billie T. Alban. 1997. Large Group Interventions: Engaging the
Whole System for Rapid Change. San Francisco: Jossey-Bass Publishers.
Burke, W. Warner (ed.). 1995. Managing Organizational Change. New York: American
Management Association (AMACOM).

Ch 4 Change Management 06.10.02.doc 14 06.10.02

Burke, W. Warner, and William Trahant. 2000. Business Climate Shifts: Profiles of Change
Makers. Boston, MA: Butterworth Heinemann.
Cameron, Kim S., and Robert E. Quinn. 1999. Diagnosing and Changing Organizational
Culture: Based on the Competing Values Framework. Reading, MA: Addison-Wesley
Publishing Co.
Christensen, Clayton M. 1997. The Innovator’s Dilemma. Boston: Harvard Business School
Press.
Christensen, Clayton M., and Michael Overdorf. 2000. Meeting the Challenge of Disruptive
Change. Harvard Business Review 78(2 March-April):66-78.
Clark, Kim B., and Steven C. Wheelwright. 1997. Organizing and Leading “Heavyweight”
Development Teams. In Managing Strategic Innovation and Change. Michael L. Tushman
and Philip Anderson (eds.). Pp. 419-432. New York: Oxford University Press.
Dannemiller, K., and R. Jacobs. 1992. Changing the Way Organizations Change: A Revolution
of Common Sense. Journal of Applied Behavioral Science 28(4)
Dooley, Kevin. 1997. A Complex Adaptive Systems Model of Organizational Change.
Nonlinear Dynamics, Psychology, and Life Sciences 1(1):69-97.
Drucker, Peter E. 1980. Managing in Turbulent Times. New York: Harper & Row.
Duck, Jeanie Daniel. 1998. Managing Change: The Art of Balancing. In Harvard Business
Review on Change. Pp. 55-81. Boston, MA: Harvard Business School Press. (Originally
published in HBR 1993 (November-December))
Enriquez, Juan, and Ray A. Goldberg. 2000. Transforming Life, Transforming Business: The
Life Science Revolution. Harvard Business Review 78(2 March-April):96-104.
Fiedler, Fred E. 1996. Research on Leadership Selection and Training: One View of the Future.
Administrative Science Quarterly 41:241-250.
Fradette, Michael, and Steve Michaud. 1998. The Power of Corporate Kinetics. New York:
Simon & Schuster.
Fulmer, William E. 2000. Shaping the Adaptive Organization: Landscapes, Learning, and
Leadership in Volatile Times. New York: AMACOM.
Galbraith, Jay R., Edward E. Lawler III, and Associates (Eds). 1993. Organizing for the Future:
The New Logic for Managing Complex Organizations. San Francisco: Jossey-Bass
Publishers.
Goleman, Daniel. 2000. Leadership that Gets Results. Harvard Business Review 78(2 March-
April):78-90.
Goodstein, Leonard, D., and W. Warner Burke. 1995. Creating Successful Organization Change.
In Managing Organizational Change. Burke, W. Warner (ed.). Pp. 7-9. New York:
American Management Association (AMACOM).
Goranson, H.T. 1999. The Agile Virtual Enterprise: Cases, Metrics, Tools. Westport, CT:
Quorum Books.
Goss, Tracy, Richard Pascale, and Anthony Athos. 1998. The Reinvention Roller Coaster:
Risking the Present for a Powerful Future. In Harvard Business Review on Change. Pp. 83-
112. Boston, MA: Harvard Business School Press. (Originally published in HBR 1993
(November-December))

Ch 4 Change Management 06.10.02.doc 15 06.10.02

Greiner, Larry E. 1967. Patterns of Organizational Change. Harvard Business Review 45(3
May-June):119-130.
Greiner, Larry E. 1998. Evolution and Revolution as Organizations Grow. Harvard Business
Review 76(3 May-June):55-68.

Hage, J.T. 1999. Organizational Innovation and Organizational Change. Annual Review of
Sociology 25:597-622.
Hargadon, Andrew, and Robert I. Sutton. 2000. Building an Innovation Factory. Harvard
Business Review 78(3 May-June):157-166.
Haveman, Heather A. 2000. The Future of Organizational Sociology: Forging Ties Among
Paradigms. Contemporary Sociology 29(3):476-486.
Hedberg, B.L.T., P.C. Nystrom, and W.H. Starbuck. 1976. Camping on Seesaws: Prescriptions
for a Self-Designing Organization. Administrative Science Quarterly 21:41-65.
Heifetz, Ronald A. 1994. Leadership Without Easy Answers. Cambridge, MA: The Belknap
Press.
Holman, Peggy, and Tom Devane (eds.). 1999. The Change Handbook: Group Methods for
Shaping the Future. San Francisco: Berrett-Koehler Publishers, Inc.
Jacobs, Robert W. 1994. Real Time Strategic Change. San Francisco: Berrett-Koehler
Publishers.
Jordan, G. B., L. D. Streit, and J. S. Binkley. 1999. A Framework for Assessing the Effectiveness
of Research Organizations. Los Alamos, NM: Sandia National Laboratories.
Kanter, Rosabeth Moss. 1983. The Change Masters. New York: Simon & Schuster, Inc.
Kanter, Rosabeth Moss, B.A. Stein, and T.D. Jick. 1992. The Challenge of Organizational
Change: How Companies Experience It and Leaders Guide It. New York: Free Press.
Katz, Ralph. 1997. The Human Side of Managing Technological Innovation. New York:
Oxford University Press.
Kelly, Kevin. 1994. Out of Control: The Rise of Neo-Biological Civilization. Reading, MA:
Addison-Wesley Publishing Company.
Kotter, John P. 1998. Leading Change: Why Transformation Efforts Fail. In Harvard Business
Review on Change. Pp. 1-20. Boston, MA: Harvard Business School Press. (Originally
published in HBR 1995 (March-April)).
Leonard-Barton, Dorothy. 1995. Wellsprings of Knowledge: Building and Sustaining the
Sources of Innovation. Boston: Harvard Business School Press.
Lawler III., E.E., S.A. Mohrman, and G. Benson. 2001. Organizing for High Performance.
Employee Involvement, TQM, Reengineering, and Knowledge Management in the Fortune
1000: The CEO Report. San Francisco: Jossey-Bass Publishers.
Lawler III., E.E., S.A. Mohrman, and G. E. Ledford, Jr. 1998. Strategies for High Performance
Organizations – The CEO Report: Employee Involvement, TQM, and Reengineering
Programs in Fortune 1000 Corporations. San Francisco: Jossey-Bass Publishers.
Lawler III., E.E., S.A. Mohrman, and G. E. Ledford, Jr. 1992. Employee Involvement and Total
Quality Management: Practices and Results in Fortune 1000 Companies. San Francisco:
Jossey-Bass Publishers.

Ch 4 Change Management 06.10.02.doc 16 06.10.02

Lewin, Kurt. 1958. Group Decisions and Social Change. In Readings in Social Psychology.
Eleanor E. Maccobby, Theodore M. Newcomb, and Eugene L. Hartley (eds.). Pp. 330-344.
New York: Holt, Rinehart & Winston.
Lewin, Kurt, 1951. Field Theory in Social Science. Dorwin Cartwright (ed.). New York:
Harper.
Likert, Rensis. 1961. New Patterns of Management. San Francisco: Jossey-Bass.
MacDonald, John. 1998. Calling a Halt to Mindless Change: A Plea for Commonsense
Management. New York: American Management Association International.
Marquardt, Michael, J. 1999. Action Learning in Action: Transforming Problems and People
for World-Class Organizational Learning. Palo Alto, CA: Davies-Black Publishing.
Marshall, Edward M. 2000. Building Trust at the Speed of Change: The Power of the
Relationship-Based Corporation. New York: American Management Association
(AMACOM).
Martin, Roger. 1998. Changing the Mind of the Corporation. In Harvard Business Review on
Change. Pp. 113-138. Boston, MA: Harvard Business School Press. (Originally published
in HBR 1993 (November-December))

Mayo, Elton. 1933. The Human Problems of a Industrial Civilization. New York: McMillan.
McGregor, Douglas. 1960. The Human Side of Enterprise. New York: McGraw-Hill.
McNamara, Carter. 1999. Basic Context for Organizational Change. Available URL:
http://www.mapnp.org/library/mgmnt/orgchnge.htm.
Mentz, Edmund L. 1995. Managing Change Toward A Leading-Edge Information Culture. Pp.
58-70. In Burke, W. Warner (ed). Managing Organizational Change. New York:
American Management Association (AMACOM).
Meyer, Alan D., Geoffrey R. Brooks, and James B. Goes. 1990. Environmental Jolts and
Industry Revolutions: Organizational Responses to Discontinuous Change. Strategic
Management Journal 11:93-110.
Miles, Robert H. 1997. Leading Corporate Transformation. San Francisco: Jossey-Bass
Publishers.
Miller, William L., and Langdon Morris. 1999. 4th Generation R&D. New York: John Wiley &
Sons, Inc.
Mohrman, Susan Albers, Allan M. Mohrman, Jr. 1993. Organizational Change and Learning. In
Organizing for the Future: The New Logic for Managing Complex Organizations. Jay R.
Galbraith, Edward E. Lawler III, and Associates (eds.). Pp. 87-108. San Francisco: Jossey-
Bass Publishers.
Mohrman, Jr., Allan M., Susan A. Mohrman, Gerald E. Ledford, Jr., Thomas G. Cummings,
Edward E. Lawler, III. 1989. Large-Scale Organizational Change. San Francisco: Jossey-
Bass Publishers.
Morgan, Gareth. 1986. Images of Organizations. Newbury Park, CA: Sage.
Nadler, David A., and Michael L. Tushman. 1997. Implementing New Designs: Managing
Organizational Change. In Managing Strategic Innovation and Change. Michael L.
Tushman and Philip Anderson (eds.). Pp. 595-606. New York: Oxford University Press.

Ch 4 Change Management 06.10.02.doc 17 06.10.02

Nystrom, Paul C., and William H. Starbuck. 1984. To Avoid Organizational Crises, Unlearn.
Organizational Dynamics Spring:53-65.
Pascale, Richard, Mark Millemann, and Linda Gioja. 1997. Changing the Way We Change.
Harvard Business Review 75(6 November-December):126-139.
Pasternack, Bruce A., and Albert J. Viscio. 1998. The Centerless Corporation: A New Model
for Transforming Your Organization for Growth and Prosperity. New York: Simon &
Schuster.
Poole, M.S., A.H. Van de Ven, K.J. Dooley and M.E. Holmes. 2000. Organizational Change
and Innovation Processes: Theory and Methods for Research. London: Oxford Press.
Powell, W.W., and P. DiMaggio. 1991. The New Institutionalism in Organizational Analysis.
Chicago: University of Chicago Press.
Quinn, Robert E. 1996. Deep Change: Discovering the Leader Within. San Francisco: Jossey-
Bass Publishers.
Quinn, R., and K. Cameron (eds). 1988. Paradox and Transformation: Toward a Theory of
Change in Organization and Management. New York: HarperCollins.
Revans, R.W. 1980. Action Learning: New Techniques for Management. London: Blond &
Briggs.
Robertson, Peter J., and Sonal J. Seneviratne. 1995. Outcomes of Planned Organizational
Change in the Public Sector: A Meta-Analytic Comparison to the Private Sector. Public
Administration Review 55(6 November/December):547-558.
Sapienza, Alice M. 1995. Managing Scientists. New York: Wiley-Liss.
Schein, Edgar H. 1999. The Corporate Culture Survival Guide: Sense and Nonsense about
Cultural Change. San Francisco: Jossey-Bass Publishers.
Senge, Peter N. 1990. The Fifth Discipline. New York: Doubleday.
Senge, Peter, Art Kleiner, Charlotte Roberts, Richard Ross, George Roth, and Bryan Smith.
1999. The Dance of Change: The Challenges of Sustaining Momentum in Learning
Organizations. New York: Doubleday.
Skarke, Gary, Bill Rogers, Dutch Holland, and Diane Landon. 1995. The Change Management
Toolkit for Reengineering. Houston, TX: WorthingBrighton Press.
Strebel, Paul. 1998 [1996]. Why Do Employees Resist Change? In Harvard Business Review on
Change. Pp. 139-157. Boston, MA: Harvard Business School Press. (Originally published
in HBR 1996 (May-June))
Strebel, Paul. 1998. The Change Pact: Building Commitment to Ongoing Change. San
Francisco, CA: Pitman Publishing.
Sull, Donald N. 1999. Why Good Companies Go Bad. Harvard Business Review 77(4 July-
August):42-52.
Trist, E. 1981. The Evolution of Sociotechnical Systems. In Perspectives on Organizational
Design and Behavior. A. Van de Ven and W. Joyce (eds.). New York: Wiley-Interscience.
Tushman, Michael L., and Philip Anderson. 1997. Managing Strategic Innovation and Change.
New York: Oxford University Press.
Tushman, Michael, L., William H. Newman, and Elaine Romanelli. 1997. Convergence and
Upheaval: Managing the Unsteady Pace of Organizational Evolution. In Managing Strategic

Ch 4 Change Management 06.10.02.doc 18 06.10.02

Innovation and Change. Michael L. Tushman and Philip Anderson (eds.). Pp. 583-594.
New York: Oxford University Press.
Tushman, M.L. and E. Romanelli. 1985. Organizational Evolution: A Metamorphosis Model of
Convergence and Reorientation. In Research in Organizational Behavior. Vol 7. B. Staw
and L. Cummings (eds.). Greenwich, CT: Jai Press.
Wheatley, Margaret J. 1992. The New Science of Leadership. San Francisco: Berrett-Koehler.
Woodward, Harry, and Steve Buchholz. 1987. Aftershock: Helping People Through Corporate
Change. New York: John Wiley & Sons, Inc.
Zucker, L.G. 1987. Institutional Theories of Organization. American Sociological Review
95:445-446.

Ch 4 Change Management 06.10.02.doc 19 06.10.02