M2D1: Types of Change Image of two coworkers deep in thought, adjusting to the changes taking place within their organization There are commentators who suggested that organizational change prior to the mid-late twentieth century was likely to be incremental and infrequent. However, by the latter part of the century, such change was likely to be significant and traumatic. The question is, why has this occurred? Some contend there is a preoccupation with second-order, transformational change without sufficient attention paid to the importance of first-order change. Considering this, respond to the following: • Describe the conditions where second-order change is necessary for an organization to survive. • Explain why first-order change may be insufficient—over the long term—as a method of change given the tumultuous, globally competitive environment. Provide examples to support your conclusions. Post your primary response. Read any postings already provided by your instructor or fellow students. Remember to read the feedback to your own major postings and reply to it throughout the module. Each post should be 250-300 words and written in your own words. All quoted text must be cited using APA format (6th edition). See the Course Calendar for due dates for posts and responses. Compose your work using a word processor and save it, as a Plain Text or an .rtf, to your computer. When you’re ready to make your initial posting, please click on the “Create Thread” button and copy/paste the text from your document into the message field. Be sure to check your work and correct any spelling or grammatical errors before you post it. Evaluation Criteria Review the SBT Discussion Rubric located in the “Start Here” section of the course for more information on grading criteria. Together, all discussions comprise 20% of the total course grade.

 

M2D1: Types of Change

Name

Date

 

M2D1: Types of Change

Tasks:

 

• Describe the conditions where second-order change is necessary for an organization to survive.

• Explain why the first-order may be insufficient – over the long term – as a method of change given the tumultuous, globally competitive environment.

• Provide examples to support your conclusion.

 

The second-order change is essential in creating a new way of doing things in an organization entirely different from the previous system. The conditions that lead to the demand of a second-order change include the desire to cause a full transformation of an organization by meeting the needs of the market. For example, in the introduction of a new product line that guides the structure of an organization, the company needs a second-order change to introduce a complete overhaul and entities that best produce the product as per see (Batunek & Moch, 1987; Tripon & Dodu, 2005). Such occurrences may include a new technology that only the young generation can effectively grasp and adapt to its functionality efficiently. Therefore, health care organizations form the best examples that use the second-order change strategy to improve their competitive and service delivery.

The first-order change entails the restoration of balance through dealing with the existing structure. Organizations rely on the established structures for communications and change strategy to reach the grassroots. The fluid nature of the global competitive environment and rapid technology advancements renders the first-order change strategy as insufficient to induce total transformation (Batunek & Moch, 1987). There is a need for few and specific changes in the structure, improvements, downsizing, and mergers and acquisitions to accommodate the transformation. For example, when an expansion change strategy kicks in, existing structures cannot be sufficient to run various lines of the organization, rather needs to add more employees to the organization that can effectively management the expansion. Depending on the organization’s goals and objectives, the choice change strategy is essential to drive the intended purpose.

 

 

References

Bartunek, J. M., & Moch, M. K. (1987). First-order, second-order, and third-order change and organization development interventions: A cognitive approach. The Journal of Applied Behavioral Science, 23(4), 483-500.

Tripon, C., & Dodu, M. (2005). Change Management and Organization Development.