Any organization has to practice change, and in this case not only inner organizational factors have to be taken into consideration. Nowadays, business leaders have to face such salient factors as globalization, technology, environmental concerns, and a diverse workforce (Gallos, 2008, p.156). These factors should not be taken as the abstract ideas that have little impact on the practical steps. They do influence any organization, and failing to take it into account may lead to failure.
When organizational adaptation is required, there is a need to consult stakeholders. In any situation it is necessary to consult those individuals who would be affected by the decision and the change. First of all, there is a need to consult the levels of the organization that have a direct relation to the issue in question and have responsibility for this sphere (Gallos, 2008, p.493). Since they have more in-depth knowledge of the area, their advice may of high value. Besides, since the change ill impact them more than others, they will agree with the decision only if they will take part in its taking.
Yet, it is not an easy task to initiate cultural change in an organization, because change is one of the most difficult things for everybody. This is mainly due to the power of mental models and a habit. Mental models, existing below the level of awareness, prevent from seeing reality objectively and hide the need for change (Senge, 1994, p.176). Being accustomed to certain patterns of behavior and codes of action, people are reluctant to introduce change; they do not simply see the need for it.
To effect positive change within an organization, a leader should inspire people to change. For this, he or she must be results oriented (Gallos, 2008, p.147) and virtuous, as virtuousness “produces positive energy” and enables growth (Gallos, 2008, p.440). Besides, a leader should constantly work on the personal mastery, or clarifying personal vision and seeing reality objectively (Senge, 1994, p.7). The mental models should be realized, and a shared vision built.
Gallos, J.V. (2008). Business leadership: A Jossey-Bass reader. (2nd ed.). San-Francisco, CA: John Wiley and Sons.
Senge, P.M. (1994). The fifth discipline: The art and practice of the learning organization. New York, NY: Doubleday/Currency.