Carrying out Change

Solutions to an organization’s problems cannot be found outside the organization. An organization possesses the potential and the capability to solve its own problems. This assumption is also a value, in that it asserts that change is most successful and effective when people in an organization act collectively to generate solutions and implement actions. In other words, solutions that are imposed on an organization from outside have little chance of success. The role of leadership in change is to expose the organization to challenges and problems faced, to mobilize support for change and to create the right conditions for people inside the organization to generate ideas for improvement.


Organizational change, in its essence, is about bringing a change in an organization’s routines. The term routine refers to the ways in which people perform their activities in an organization. It includes rules, procedures, policies and conventions. It includes both the formal (written) aspects of an organization’s architecture and its informal (unwritten, tacit) aspects. An organization’s policy for recruiting staff is a routine. Its procedure for evaluating quality is a routine. The way in which employees in an organization actually respond to customer complaints is another routine. For a specific behavior to be an organizational routine, it must be both repetitive and widely shared.


The second assumption is based on both empirical and theoretical ideas in organization studies. Activities that are performed to carry out day to day tasks of an organization are also referred to as operational routines. Some organizations also develop special kinds of routines, developed with the explicit objective of modifying existing operational routines in order to enhance the organization’s effectiveness. These are referred to as dynamic capabilities. If an organization already has well-defined dynamic capabilities, there is little need for anyone to manage change. However, the need for change arises because many organizations lack such dynamic capabilities.


Organizations can change their routines in three ways: first, they can modify an existing routine. A modified routine is different but not fundamentally different from original routine. Second, they can discard or eliminate an existing routine. Here, the organization stops performing a particular task or activity. Third, they can establish a new routine. This may take the form of introducing a new policy, procedure or task to perform a new set of activities.


My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact, Line of Sight

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