Awareness and Developing a "Theory" Mindset
Updated: Nov 20, 2020
The concept of organizational change when used in a business or management
environment usually refers to planned, organization-wide change. Yet, the concept can seem so broad and general in nature that it's a hard to keep perspective. The reference to large-scale transformation narrows the focus to a more activities based process incorporating the content, sequence and timing of the change with an expected outcome. The large-scale change process involves the entire organization, meeting and working together in one place, at the same time. This allows the organizational change process to move from incremental change to fundamental, organization-wide change. Another important aspect of the large-scale transformation is the adaptation to the specific organization. In this context, the strategic design of the change is customized to work within the organization’s style and culture of its’ managers and employees while maintaining a focus on their customers, competitors and other stakeholders. Unfortunately, the strategic planning portion of large-scale transforming lacks a clear, comprehensive alignment to the business case. This explains why so many organization-wide changes fail to meet their original objectives or fail to sustain those objectives when they are met.
The theory I propose is based on the scientific method of problem solving. The current
condition theory is not just a collection of miscellaneous scientific methods. The current
condition theory represents the major stages of how to obtain, refine and apply knowledge in a business or organization. It is also a complete method of creative problem solving and decision making for any discipline or field of study. The current condition theory espouses that the more comprehensive the collection of data and information with regard to current business condition, the more obtainable and sustainable the strategic design or target business condition will be. The theory suggests that strategic business planning may be solely dependent on an infallible understanding the current condition and have little to do with an innovative, creative vision for the organization’s future. For individuals with a predisposition for the creative side, this comment alone could ignite a flurry of arguments on the value of imagination and foresight in the planning process. The theory does not suggest that creative thought is not valuable in designing the organization’s future but without identifying the leverage points and alignment to the organization’s current business case they will remain nothing more than thoughts.
The most simple example is that someone who knows nothing of the organization’s current situation, regardless of how visionary and talented they are, would not be capable of developing a target condition for the organization. In this same context someone who was not a member of the organization and considered to lack vision could develop a sound future state for the organization should they conduct a comprehensive research of the organization’s current business environment. The current condition theory goes on to state that the level of attainability and sustainability of the target condition in the large-scale transformation is directly linked to the breadth and depth of understanding of the current condition. The theory does not assert that the effect of the situation is of greater significance for large-scale transformation than for other change constructs; however, the significance of the business case as a situational influence specific to large-scale transformation is sufficient to warrant further research.