Similar to the design of the chapters in Hickman’s book, the CMS website promotes “Effective (change) plans answer the critical who, what, when, where and why questions that enable change leaders to succinctly express the reasons and outcomes of a change initiative to employees.” (Hickman, 2010, and Puelo, n.d.) CMS mindfully considers the culture of the organization, and how best to incorporate change into it, as evidenced by “Once we have these answers, then a detailed, strategic, multidimensional implementation plan is developed and shared with key stakeholders.” (Puelo, n.d.) Without stakeholder agreement, a corporation is likely to be one of the 80% that fail to make change (class discussion) Effective change, according to CMS, is change without burnout, that is, change that supports the organizational leaders, colleagues, and subordinates. CMS purports that sustainable changes are “Changes that become a part of an organization's culture;” supports contemporary change theory that effective organizational change is “change focused on actions to achieve a competitively superior fit based on the organization’s mission...
... middle of paper ...
...in mission, vision or organizational structure that ultimately leads to failure of the change initiative.
The firm considers culture, organizational leadership, and change planning as essential tools for sustainable change. CMS invoking a five-step change model, consistent with contemporary collective and collaborative theories and models of change and change leadership, to help its clients effect organizational change.
Bazerman, M. & Moore, D. (2009). Judgment in managerial decision making. Danvers, MA: John Wiley & Sons Inc.
Hickman, G. (2010). Leading change in multiple contexts; concepts and practices in organizational, community, political, social, and global change settings. Thousand Oaks, CA: Sage Publications, Inc.
Puelo, G. (n.d.) Retrieved July 6, 2011, from Change Management Solutions, Inc.: http://changewithoutburnout.com
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