M2D1: Types of Change
M2D1: Types of Change
- 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.
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.