Mitigating The Chaos of Change

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Introduction Organizational change is a complex process that greatly depends on the skills of change managers. In order to navigate this transformative journey successfully change manager have to carefully select and apply the fundamental approaches (Bradutanu, 2015). This paper aims to explain two essential methods: the Organizational Development (OD) approach, seen from the perspective of a coach, and the sense-making approach, represented by the interpreter image. The goal is to clarify their core principles and how they can be applied to reduce the chaos associated with organizational change. The paper will analyze these approaches separately and then compare them, highlighting their common steps and unique characteristics. In the end, this paper highlights the importance of combining the strengths of both approaches. Organizational Development (OD) Approach The Organizational Development (OD) approach is a foundational framework in change management. This approach is firmly grounded in principles of human and organizational psychology, emphasizing the importance of nurturing employee development, fostering group dynamics, and aligning organizational vision (Cheung-Judge & Holbeche, 2021). One of the key elements of the OD approach is its focus on building the capacity of individuals and teams to adapt and succeed within the evolving organizational landscape. In simpler terms, it's about helping employees acquire the skills and mindset needed to navigate change successfully. OD interventions encompass various activities, such as team-building exercises, leadership training, and cultural transformation programs. The change manager, playing the role of a coach, facilitates these interventions to support employees in developing the necessary competencies to thrive in a changing environment. The OD approach aims to minimize

resistance to change and foster a sense of ownership and commitment among employees by investing in the growth and development of individuals and teams (Iveroth & Hallencreutz, 2015). It is a holistic and people-centric approach to managing change within organizations, and it places emphasis on the idea that change is a shared goal that all must come together. Furthermore, the OD approach encourages the creation of a positive and collaborative work environment where communication and cooperation are paramount. It aligns with the idea that a successful change process requires not only structural changes but also a cultural shift within the organization. Due to this reason, it embodies the principle that change is not merely a process of replacing old systems with new ones but rather a holistic transformation that involves people, processes, and culture (Jones & Recardo, 2013). The Sense-Making Approach The sense-making approach constitutes a critical aspect of change management. This approach centers on understanding how individuals within an organization perceive and respond to change (Torkkeli & Ivanova-Gongne, 2020). Unlike the coach image guidance of the OD approach, the sense-making approach places the change manager in the role of a mediator and communicator. It recognizes the significance of individual interpretations in influencing reactions to change and acknowledges that change can often be disorienting and perplexing for employees. One of the key principles of the sense-making approach is that change managers play an important role in facilitating conversations, providing a platform for encouraging employees to express their thoughts and concerns openly. Through assuming the role of an interpreter, change managers strive to mediate between the organization's vision and the diverse perspectives and

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experiences of employees (Waclawski & Allan H. Church, 2001). This approach acknowledges that each individual's viewpoint is unique and valid, and it places a premium on fostering open dialogue as a means to reduce anxiety and uncertainty during change. The sense-making approach involves continuous communication and feedback loops that adapt to emerging issues and concerns. Change managers employing this approach ensure that employees have the opportunity to make sense of the reasons for change, its implications, and how it aligns with the organization's vision. This process is akin to providing a roadmap for employees to navigate the complex terrain of change, allowing them to understand where they are and where they are heading (Waclawski & Allan H. Church, 2001. It is a humane and empathetic approach that prioritizes the human aspect of change, recognizing that individuals need to make sense of the evolving landscape for change to be embraced and effectively implemented. Moreover, the sense-making approach is characterized by its focus on the power of narrative. It appreciates that storytelling is a fundamental way through which individuals make sense of their experiences. In this context, change managers become storytellers, using narratives to weave together the threads of change, offering a coherent and relatable story that employees can identify with. Comparison of the Two Evaluated Frameworks While the Organizational Development (OD) approach and the sense-making approach both play integral roles in change management, they exhibit significant differences in their core steps and methodologies. In the OD approach, the initial step involves a comprehensive assessment of the organization's current state, which includes examining its structure and culture.

This thorough analysis is followed by the formulation of a change vision and strategic plan. In contrast, the sense-making approach begins with a focus on understanding how employees interpret the need for change (Samson & Bevington, 2012). It encourages open dialogue to grasp individual perspectives and experiences related to the change. The second phase in the OD approach centers on planning and designing interventions, which typically involve training programs, team-building exercises, and cultural transformation initiatives. These interventions are designed to enhance employee skills and foster group dynamics. On the other hand, the sense-making approach emphasizes ongoing communication and storytelling. Instead of formal interventions, change managers facilitate conversations and encourage employees to share their stories and concerns. The execution phase of the OD approach involves implementing the planned interventions and changes within the organization. Change managers act as coaches, guiding employees through the transformation process. In contrast, the sense-making approach has more fluid execution phase, focusing on continuous communication, feedback loops, and the adaptation of change strategies based on emerging issues and concerns (Rothwell, Stavros, & Sullivan, 2015). The interpreter role of the change manager is critical in bridging the gap between the organization's vision and employees' evolving interpretations. Both approaches converge in the evaluation phase, where the effectiveness of change interventions is assessed. The OD approach evaluates the impact of training and development programs, whereas the sense-making approach assesses the quality and effectiveness of communication and feedback processes. In this phase, adjustments are made as necessary to ensure the change is proceeding as planned.

In the final phase, the OD approach reinforces the change by establishing new norms and practices and ensuring that the organization's culture aligns with the change vision. The sense- making approach continues to promote open dialogue and storytelling, as change managers help employees construct a coherent narrative that makes sense of the ongoing change. Conclusion In conclusion, change managers play a pivotal role in guiding organizations through difficult times of change implementation. The Organizational Development approach emphasizes human and team development, while the sense-making approach prioritizes understanding how individuals perceive and react to change. Although their primary focus differs, they share common steps in the change process, emphasizing assessment, planning, execution, and evaluation. When navigating the chaos of change, change managers must be versatile, adopting aspects of both approaches as needed. By understanding the principles and steps of these frameworks, they can effectively facilitate change, reduce resistance, and ensure a smoother transition within organizations.

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References Bradutanu, D. (2015). Resistance to change - A new perspective: A textbook for managers who plan to implement a change . Lulu.com. Cheung-Judge, M., & Holbeche, L. (2021). Organization development: A practitioner's guide for OD and HR . Kogan Page Publishers. Iveroth, E., & Hallencreutz, J. (2015). Effective organizational change: Leading through sensemaking . Routledge. Jones, D. J., & Recardo, R. J. (2013). Leading and implementing business change management: Making change stick in the contemporary organization . Routledge. Rothwell, W. J., Stavros, J. M., & Sullivan, R. L. (2015). Practicing organization development: Leading transformation and change . John Wiley & Sons. Samson, D., & Bevington, T. (2012). Implementing strategic change: Managing processes and interfaces to develop a highly productive organization . Torkkeli, L., & Ivanova-Gongne, M. (2020). Making sense of culture in management: Qualitative sensemaking approach in explaining cross-cultural business networking . Waclawski, J., & Allan H. Church. (2001). Organization development: A data-driven approach to organizational change . Pfeiffer.

Mitigating The Chaos of Change

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