Organizational Change: Need and Process

Concrete Experience and Reflective Observation

From my personal experience, I can also state that the articulation and explanation of the need for change are among the most difficult phases of any transformation process. The fact is that workers already have some experience working in particular environments that remain comfortable for them. That is why they might resist any strategies to introduce the new environment and new working conditions. I have a successful experience of motivating people to engage in the proposed process due to explaining the existing needs and possible benefits. Moreover, many workers were not ready to assist managers in driving change, which became a serious problem for the planned activities.

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Reflecting on the given situations, it is possible to formulate several assumptions. First of all, articulating the need for change can be complex and challenging because of the necessity to explain all factors associated with it and ensure workers benefit from the proposed alteration. Additionally, in many cases, employees are not ready to help managers because of the inappropriate understanding of the current need for transformation and implementation of new practices. Under these conditions, managers should be prepared to find appropriate forms and strategies to attract individuals’ attention and guarantee a high level of interest in the proposed course.

Theories and Principles/Abstract Conceptualization

Articulation of the need for change is a complex and critically important task that should be accomplished to ensure that all workers correctly realize existing requirements and why they are introduced. In many cases, the ineffective or inappropriate explanation of the current needs might precondition the emergence of the resistance to change or workers’ inability to accept the new environment that will become dominant. For this reason, there is a critical need for the adherence to effective strategies and theories that will help to create a positive perspective on the proposed transformation and ensure that there will be positive outcomes.

Theory 1

The first theory that is applicable to the offered situation is the intrinsic and extrinsic motivation paradigm. The fact is that the explanation of the need for change should be followed by emphasizing goods and benefits that can be generated if a new stage is achieved. In other words, it is essential to motivate people to engage in the transformation process by motivating them and increasing their performance levels (Mulholland, 2017). Under these conditions, employees will be able to meet new demands with high expectations and be ready to assist in the transformation.

Theory 2

The second possible theory is the McClelland paradigm emphasizing the need for achievement as one of the most important and strong factors that can impact individuals and precondition the emergence of the need for new benefits. In accordance with this very theory, individuals have a strong desire to attain success to demonstrate their competence and the ability to cope with difficult tasks (Mulholland, 2017). In such a way, the utilization of the given theory can be helpful while explaining the need for a proposed change and motivating workers to act.

Theory 3

Finally, accepting the fact that improved knowledge about the process and new improvements is a central component of any change, Locke’s goal-setting theory can be relevant regarding the situation. It states that commitment to particular goals can be achieved via the effective explanation of the core elements of any transformation and creating the conditions that will motivate workers to engage in a new process (Hughes, 2018). For this reason, any specific goal should be measured to create the basis for new achievement and guarantee that workers will function effectively.


In such a way, it is important to outline the current aim and explain why it should be achieved and what benefits can be generated if to adhere to the proposed model. Under these conditions, the effectiveness of the transformation process will increase significantly, and the main purpose of the organizational change can be achieved.

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Testing and Application/Active Experimentation

The first theory is one of the fundamental ones if to speak about my personal experiences of working as a manager. The fact is that individuals with low motivational levels differ from other workers because of the decreased effectiveness, deteriorated performance, and the lack of desire to engage in new projects. For this reason, the focus on extrinsic and intrinsic motivation while explaining the need for change and outlining the efforts that are demanded to achieve the planned goal become fundamental for the further promotion of organizational change.

As for the McClelland theory, the need for achievement is one of the main factors I can observe while working with individuals. The biggest part of all employees has specific ambitions and diverse needs that precondition the desire to work effectively and accomplish certain goals. For this reason, I try to acquire information about the existing purposes and introduce new goals in terms of the proposed organizational change in the ways that can help to meet these requirements.

Finally, as for the third theory, I am sure that only if all team members are treated equally and are provided with the same information about the planned transformation can success be achieved. That is why the effective explanation followed by clear instructions becomes the core component of any organizational change. Utilization of all these three theories in practice helps to remain an effective manager and promote the improved functioning of the company.


Hughes, M. (2018). Managing and leading organizational change. London: Routledge.

Mulholland, B. (2017). 8 critical change management models to evolve and survive. Web.

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