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The Concord Bookshop: Organizational Change

After reading the attached "Tales of Woe at Concord Bookshop"

1. Discuss the phases in the organizational change process.
2. Describe 2 to 3 phases of the organizational change process that were not completed or implemented at the Concord Bookshop that lead to the change failure.


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As you do your research, you will discover that there are many organizational change management / change process models available, each a slight variation of the other. The model I will use in this response comes from the writings and work of Stella Louise Cowan, M.Ed. She has extensive experience as an organizational development professional. She writes for the American Society for Training and Development (ASTD) and the particular reference I will be using has been reprinted several times since it was written because it is right on the money.

If a change effort is to be successful, management needs to be very deliberate in following a sound strategy that considers all the possible implications, fall outs and organizational cultural shifts that will occur. Without such careful consideration, the effort is likely to fail.

(Cowan, 2005) outlined a 6-phase change strategy model as described below:

Phase 1 - Create awareness and sense of urgency - effectively communicate the need for change: why it's necessary, and what is the proposed plan. Be consistent and make sure employees understand how this change enhances the organization's vision and secures its future. Define/describe the business case.

Phase 2 - Engage the culture - Get employees involved. Hear what they think about the problem and the proposed solution. Give them opportunities to share their concerns, knowing that their concerns will be heard and considered in the overall decision making process.

Phase 3 - Transform the culture-process and people - provide specific solutions such as training, coaching and job counseling. Restructure jobs to be more aligned with the new change. Update and improve performance management systems so that performance will no longer be measured on the old metrics, but based on the new changes that are to be implemented.

Phase 4 - Monitor impact and results - Keep close tabs on performance and productivity once the change has been implemented. How has the change affected employees' ability to do their jobs, to meet customer requirements, etc...

Phase 5 - Respond to feedback - Make the appropriate adjustments necessary as the new change is absorbed ...

Solution Summary

The organizational change for The Concord Bookshop.