Strategic organizational change, including the implementation of innovative IT systems, is not always easy. Changes to deeply rooted routines and values often meet with resistance. This requires change management and insight into how people and organizations learn and the role of the (change) manager.
Change issues are 'wicked'; they are complex, unique, unprecedented and touch upon the diverse interests of many stakeholders inside and outside the organization who must always be involved in the change process.
A change path is goal-oriented, but not linear, and full of surprises. It consists of several convergent and divergent changes, in which the context itself is constantly subject to change.
A change issue requires a context-specific, planned, but also dynamic approach. Successes achieved in the past are no guarantee for the future.
A change issue not only requires a change plan with concrete interventions (who, what, when, why and with what result?), but also a learning and development plan for employees, managers and the organization. After all, change implies that individuals, the organization and its stakeholders have to learn. By changing, they subsequently learn from their actions. By reflecting on this, new change initiatives can be experimented with.
To be able to lead a change issue, a change manager must have insight into the (distribution of) resources which he or she and others have at their disposal and which can be deployed to shape the change in a targeted manner. Change is done together and requires a safe environment.
Change Management and Organizational Development Module