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What is Organizational Revolution?

Why Change is Necessary for Business

Feb 10, 2009 Gwendolyn Cuizon

Organizational revolution occurs either continuously or sporadically. Continuous changes are often small while sporadic are radical changes introduced to the business.

Organizational revolution can be in two ways: 1) episodic, discontinuous and 2) continuous, evolving and incremental.

Distinction between Episodic and Continuous Change

The distinction between episodic change and continuous change largely depends on perspectives. If one looks at it from a distance or macro level, the events appear to be repetitive, routine and inertia with sporadic episodes of revolutionary change. If one examines it closer or at micro level, every organization undergoes continuous adaptation and change. The adjustments may be small but their frequency could affect structure and strategy of the organization.

These small but frequent adjustments are regarded by some as organizational revolution. Others treat these ongoing little changes as additional form of same transformation and should be considered as one. The convergence of these changes could contribute to a deeper interdependence. Convergence, however, could be interrupted by a period of divergence which could result in a radical organizational revolution, deep change or great transformation.

Why Organizational Revolution Occurs

Planned organizational change occurs when there is failure of people to make the business continuously adaptable. Thus, organizational change is a by-product of some kind of failure. Czarniawska & Joerges says "first there were losses, then there was a plan of change, and then there was an implementation, which led to unexpected results" (1996:20).

Ford & Ford characterized change as "a phenomenon of time. It is the way people talk about the event in which something appears to become, or turn into, something else, where the 'something else' is seen as a result or outcome."

Huber et al think that in organizations, change includes differences "in how an organization functions, who its members and leaders are, what form it takes, or how it allocates its resources" (Huber et al 1993:216).

In terms of organizational development, change is "a set of behavioral science-based theories, values, strategies, and techniques aimed at the planned change of the organizational work setting for the purpose of enhancing individual development and improving organizational performance, through the alteration of organizational members' on-the-job behaviors" (Porras & Robertson 1992:723).

Determining weak links in the organization, the causes of problems and acquiring new ideas from the environment all could contribute to radical change at the same time help the company handle it effectively.

Organizational revolution, which is probably more pronounced during recessions, is necessary in order for the company to adapt to external and internal factors. Implementation of radical changes may be necessary in order to overcome some perceived failures and turn it into a success.

The copyright of the article What is Organizational Revolution? in Business Management is owned by Gwendolyn Cuizon. Permission to republish What is Organizational Revolution? in print or online must be granted by the author in writing.

Organizational Revolution