CHANGE: a concept of organizational learning and change

Abstract

Purpose

This article presents a new concept of organizational learning and subsequent organizational change, called CHANGE.

Design/methodology/approach

This concept was developed as a result of workshops executed for Los Angeles based business leaders; employees in for‐profit as well as non‐profit organizations, and three in‐depth interviews with business leaders. The presented concept reviews and elaborates on six steps toward change, resulting from a practice of continuous surveying and consequential questioning of existing rules and processes. The article also presents a simple figure to explain this process.

Findings

Each letter of the word CHANGE represents a step in a continuously applicable process. These steps are: checking; harvesting; advising; navigating; granting; and executing.

Originality/value

One thing that became very clear throughout the workshops and the interviews used for data collection toward this paper is, that CHANGE will work in for‐profit, non‐profit, small, medium sized, and large corporations if implemented with the right constituents and on a continuous basis.

Citation

Marques, J. (2007), "CHANGE: a concept of organizational learning and change", Development and Learning in Organizations, Vol. 21 No. 3, pp. 6-9. https://doi.org/10.1108/14777280710739052