Implementing Change in an Organization: A General Overview by Paul Andrew Bourne in SJPBS-Lupinepublishers
As human beings we tend to be averse to change and resistant to anything that threatens the status quo. All organizations
require constant change and innovation for improvement. Educational changes are often perceived by some of the stakeholders
as being so problematic, that is, it is not the nature of the change itself but the nature of the knowledge, skills and attitudes. This
review selectively examines some of the theoretical and empirical organizational change literature, and the implementation of
change in organization. Two of the cornerstone models or theories for understanding and implementing organizational change are
presented in this review. The one developed by Kurt Lewin in the 1940’s and the other developed by Lippitt, Watson, and Westley
in 1958. These two models still hold true today. Research dealing with the behavioral reactions to change is also reviewed. The
importance of trust is explored because whenever change is announced in any organization, the level of trust soars high on the radar
of communication and relationships Bourne et al. [1]; Bourne et al. [2]; Bourne [3]; Fukuyama [4]. In other words, trust becomes
a critical factor in influencing how the employees think, feel, and act with respect to the current change. In closing, the general
observation is advanced that change may occur, whether we like it or not, and leadership should first consider how change affects
employees before implementing change initiative. Also, the evaluation of the improvement (program or intervention) to uncover
“what works” is a crucial part of implementing change in an organization.
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