case studys Essay

329 WordsApr 21, 20092 Pages
In developmental change, the new state is a prescribed enhancement of the old state rather than a radical or experimental solution requiring profound change. The degree of pain triggering developmental change is usually low, at least in comparison to the other types of changes. This does not mean that developmental change is not important or challenging; it is. The risks associated with it, however, and the number of volatile variables tied to it, are considerably less than with the other three types of changes. By definition, the gap between what the environment calls for and what currently exists when developmental change is needed is low. The threat to the survival of the organization is also low, although it can still be used as a motivator. The impact on mindset is therefore generally minimal beyond gaining people's commitment to improve. The ease of closing the improvement gap, given people's familiarity with and commitment to what is required, is generally high. Given this, developmental change is best initiated through goal setting-or a challenge to excel-as opposed to remedial or punishing action. There are two assumptions in developmental change: first that people are capable of improving, and second that they will if the appropriate resources, information, motivation, and training are provided. An assessment and problem-solving approach to identify, remove, or resolve what has blocked better performance can readily be applied. The existing reward system is an essential tool for motivation, as is the sharing of information about why the developmental change is needed. Transitional change is more complex than developmental change. Rather than simply improving what is, transitional change replaces what is with something entirely different. Transitional change involves the achievement of an existing state over a set period of

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