Roloff, M.E. (2020). Macro perspectives of change [Word Document]. Retrieved from
Northwestern University MSC 513 class email.
C.J. Gersick describes two main types of change: equilibrium and revolutionary. In equilibrium change, the organization maintains its missions and functions in order to make superficial adjustments. This allows forces to resist change, like disgruntled employees. In equilibrium change, people resist it because of the cognitively look at things one way, their motivation may be driven by fear, they may have obligations to stakeholders like client expectations about an existing service, and they may benefit from the status quo. In revolutionary change, there is a deep structural and cultural change of an organization. There are internal and external changes (not superficial) that often come about with crises, failure, and include time pressure. Revolutionary change tends to be slow rather than fast, nonlinear, since sometimes new approaches may need to restart when things don’t work out, failure and success are expected, and change happens first with central areas of the organization and then branch out.
This theory presented me with two new ways to consider the implementation of change and its likelihood of success. It offered strategies for use, but more importantly, it presented important populations with which to connect and listen to during a time of change. Better understanding the motivation of disgruntled employees may offer an opportunity to build a relationship that could turn into one of allyship.
LO2: demonstrate the ability to assess complex organizational environment and achieve communication goals.
LO4: apply communication-centered scholarship to strengthen communication effectiveness.
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