A framework for transformational change in organisations

Abstract

This article presents a framework for planned change processes that are transformational in nature. The framework provides a clear alternative to traditional approaches in organisation development (OD) which are generally suited to situations where smaller scale or incremental adjustments are required. It is structured around three core issues in organisational change management: the nature of organisations and what constitutes an improvement to them, appropriate strategies for levering change, and change agent roles. In the framework, special emphasis is placed on attitudes, beliefs and values as the key change levers in an organisational transformation. The usefulness and power of the framework are illustrated by a case analysis of a successful intervention involving over 50 consultants and a large number of organisations. The article concludes with a discussion of processes supportive of successful transformational change.

Citation

Chapman, J.A. (2002), "A framework for transformational change in organisations", Leadership & Organization Development Journal, Vol. 23 No. 1, pp. 16-25. https://doi.org/10.1108/01437730210414535