MATCHING CHANGE INTERVENTIONS TO ORGANIZATIONAL REALITIES

Abstract

The idea that a person′s satisfactions are dependent upon and caused by something or someone outside oneself are discussed. Looks at various levels of organizational consciousness and lists and describes them. Stress among change managers in organizations is shown to be a complex aspect of proposed changes. Posits the theory that much can be done in improving performance short of cultural changes but that these should be undertaken first. Closes with a sample of items in an appendix from the Organization Culture Scan, which shows the various themes and types involved in the organizational change atmosphere.