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1、Chapter4.ChangeManagement1ByKristiM.BranchChangemanagement,whichfallswithinthebroadertheoreticalframeworkofsocialchange(Lewin1951,1958),hasbeenaperenniallypopulartopicintheorganizationaleffectivenessandmanagementliterature.Identifyingtheneedfororganization-widech
2、ange,andleadingorganizationsthroughthatchangeiswidelyrecognizedasoneofthemostcriticalandchallengingresponsibilitiesoforganizationalleadership.Theseresponsibilitieshavebecomeevenmoreimportantinrecentyearsasorganizationsare…livingthroughatimeoftremendousseachanges…
3、.Globalization,thedisruptiveinfluenceofnewtechnologies,theemergenceofe-business,andgrowingelectronicconnectivityamongfar-flungfinancialmarketsareallacceleratingthepaceofcommercethroughouttheworldtoday–invirtuallyeveryindustry.Addderegulation,politicalinstability,
4、emergingneweconomiesinthePacificRim,andanexplodingnumberofnewscientificdiscoveries(manyofwhichleadquicklytonewproductsandcommercialapplications),andyouhavearecipenotonlyformarketturbulence,butalsofor…“disruptivephaseshifts”inhowbusinessisconducted.(BurkeandTrahan
5、t2000:xi).Theneedtodealwithdisruptivephaseshiftsisastrueforpublicscienceorganizationsasitisforprivatesectorbusinessorganizations.Familiaritywiththisliteraturecanhelpmanagersofscienceorganizationspreparethemselvesandtheirorganizationstodealmoreeffectivelywiththech
6、allengesofintentionalorganization-widechangebyunderstandingthefactorsthatstimulateorganizationalchange,thetypesofchangesinitiativesthatotherorganizationshaveusedtorespondtosuchstimuli,andthelessonslearnedaboutimplementingthosechangesandaboutmanagingthebehavioral,
7、motivational,andperformancedynamicsthatariseduringthechangeprocess.Effortstodesignandimplementchangeacrossfederalagencieshaveincluded,mostrecently,the“re-invention”strategiesoftheearlyandmid-1990sandcurrentstrategiesresultingfromthePresident’sManagementAgenda.Suc
8、heffortsusuallyfocusonstreamlining,achievingmorewithfewerresources,modernizingstructuresandprocesses,andaligningpublic-servicegoals(perhapsnewgoals)withoutcome
