answering the Discussion Post
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“Change is an increasingly important focus of attention in today’s organizations” (McLagan, 2002, p. 27). Change is also inevitable and appears to be a widely accepted statement (Kotter, 1995; Schein, 2002). As organizations enter the 21st century, handling change may be the most important factor requiring plans and actions. Change implies an alteration to current organizational strategy, vision, and processes. Change is certainly something different and most likely something new. A change consideration is values and beliefs that are no longer used and the beginning of new values and beliefs.

While change seems constant, change is also discontinuous (Mintzberg, Lampel, Quinn, & Ghoshal, 2003) meaning that the change may occur at an unpredictable period. For example, hitting a moving target becomes impossible unless one aims in front of the target along its projected path. Should the movement of the target continue at a steady rate, the aim in front of the target becomes predictable. However, discontinuity implies the need to stop and begin at random times. The rate of change is not steady which adds uncertainty to the change activities.

Corporate change encompasses two perspectives. One view has change as a gradual, almost imperceptible evolutionary approach. Business continues as usual; however, a continual realignment of corporate objectives and employee objectives occurs without much attention. The other perspective involves an awareness of a reengineering or transformation of the business processes. A reengineering perspective is a radical form of change that modifies strategic direction and adjusts leadership’s perceived ways of doing business (Schein, 2002). Transformational strategies and planning are required for leaders to manage transformational change.

Though change may be inevitable, change is not certain (Kotter, 1995). Impediments exist that slow down and attempt to block changes from occurring. Leadership must be responsible for understanding the impediments to organizational change, why the impediments impede change, and potential strategies for overcoming these impediments.

In today’s business world, organizations continue to have issues with implementing change. In general, a lack of something hinders the execution process of transforming the organization from the old to the new. What considerations (i.e., problems) should business leaders be looking at to ensure long-term success in the 21st century?
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