Essays on Making Change Last - How to Get beyond Change Fatigue by Beaudin Article

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The paper “ Making Change Last - How to Get beyond Change Fatigue by Beaudin” is a creative example of the article on management. In his article “ Making change last: How to get beyond change fatigue” , Beaudan (2006) argues that leaders have a major role in combating change fatigue in modern organizations. This essay will critically evaluate Beaudan’ s arguments by reviewing the literature on change management and evaluating the argument that leaders should provide the initiative, momentum, and support to overcome change fatigue. The essay will evaluate to what extent other literature supports Beaudan’ s arguments and conclude by concurring with Beaudin that contemporary leaders need flexibility and openness to ingenuity for transformative change and to combat change fatigue. Review of LiteratureBeaudan (2006) observes that change is a difficult task nevertheless, it is inevitable and crucial for the success of an organization.

Similarly, Abrahamson (2000) notes that change is an inevitable aspect of an organization’ s life cycle. In today’ s competitive business environment, many organizations are faced with circumstances in which they have to change or perish (Abrahamson 2000). Kaminski (2000) supports the fact that change is inevitable in any organization seeking success in the industry and adds that change is something that all organizations have to learn to live with, to structure and to manage.

He adds that only those who can cope with change will survive the ultra-competitive contemporary environment. According to By (2005), the primary objective for management in contemporary times is to manage change due to its unpredictability and its tendency to draw a crisis. Similar to the sentiments of Beaudan (2006), By also argues that whereas the change in organizations was traditionally seen to bring inconsistencies and break the routine way of doing things, change has become necessary for organizations to keep pace with trends.

Consequently, change management is increasingly becoming a routine in itself within organizations.

References

Abrahamson, E 2000, “Change without Pain”. Harvard Business Review, July-August 2000, pp. 75-79.

Appelbaum, HS 1998, ‘Strategic Organizational Change: the role of Leadership, learning, motivation and productivity’, Journal of Management Decision Vol.36, No. 5, pp 289–301.

Beaudan, E 2006, ‘Making change last: How to get beyond change fatigue’, Ivey Business Journal, Vol.22, No.7, pp 1-7.

By, R.T 2005, ‘Organizational Change Management: A Critical Review’, Journal of Change Management Vol. 5, No. 4, pp. 369–380.

Enlightened leadership Solutions (ELS) 2004, Change Management; Simple solutions to complex problems, viewed 23 April 2013

Fernandez, S & Rainey, HG, 2006, “Managing Successful Organizational Change in the Public Sector” Public Administration Review, March-April, pp. 168-176

Kaminski, J 2000, Leadership and Change Management Navigating the Turbulent Frontier, viewed 23 April 2013,

Kavanagh, MH, 2006, ‘The Impact of Leadership and Change Management Strategy on Organizational Culture and Individual Acceptance of Change during a merger’, British Journal of Management, Vol. 17, No.1, pp. 81 –103.

Martin, A, 2007, The Changing Nature of Leadership, viewed 23 April 2013

Palmer, I. Dunford, R & Akin, G. 2006, Managing organizational change: a multiple perspectives approach, 2nd Ed, McGraw-Hill, New York.

Rock, D, 2008, ‘SCARF: A brain-based model for collaborating with and influencing others’, Neuro Leadership Journal Issue, Vol.1, viewed 23 April 2013

Sun, TQ, 2009, ‘From Change Management to Change Leadership: A strategic perspective of inspiration’, viewed 23 April 2013< http://executive-balance.com/ChangeLeadershipPaper.pdf>

www.NeuroLeadership.

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