Unplanned change in organizations | scholarly search
Criminal Justice Policy and Planning: Planned Change, …
To be lasting, deep change must not only be made amidst organizational layers, butwithin each of the players themselves. Deep personal change can be uncomfortable, yet the needfor each member of an organization to become empowered, and internally driven is essential forsuccess in this era of change and evolvement. Quinn cautions that if players are not willing orable to make these deep personal changes, then"slow death" is the alternative. Slow death, "ameaningless and frustrating experience enmeshed in fear, anger, and helplessness, while movingsurely toward what is most feared" is the consequence of resistance to change. Burnout canoccur if this resistance to change persists, resulting in loss of employment or even destruction ofthe organization as a whole.
and executing organizational change ..
Incremental change, often the result of a carefully thought out analysis and planningprocess, has been the most common form of planned change within organizations (Quinn, 1996).A feeling of control is afforded, enough time and commitment are present, and each step of theprocess can be trialed and adapted to. However, with the advent of technology and globalization,a deep change is necessary. "Deep change differs from incremental change in that it requiresnew ways of thinking and behaving. It is change that is major in scope, discontinuous with thepast and generally irreversible. Deep change means surrendering control," (Quinn, 1996, p. 3).Deep change on any level entails inherent risk. To adapt to the profound changes of our times,leaders must be willing to go out on a limb, to take some big risks by stepping outside of well-established boundaries.