Organizational Change
Role of the Change Agent in Organizations
Simply put, the role of any change agent in an organization is be the force of positive change in the roles, responsibilities and processes people rely on to do their jobs, and the company relies on to attain its goals. In changing these aspects of any organization, inevitably there are major changes to information technologies and systems that are used for generating the insights that lead to rapid innovation as well (Birkinshaw, Hamel, Mol, 2008). Change agents are critical for the growth of any enterprise, as they often provide honest, candid and compelling reasons why processes, people, and systems must change in order for the organization to survive (Sande, 2008). Change agents must have a very high level of credibility and trust in the organizations they seek to change (Zigarmi, 2008) as these values are crucial for their change to be lasting. A change agent also acts an evangelist in many ways as well, seeking to persuade and gain cooperation from decision makers who decide to change processes and the roles of people as well. A sign of a healthy organizational culture is the continual encouragement of change agents and passionate employees seeking to change processes, people's roles and systems for the better (Zigarmi, 2008). Change agents must address both the process-centric and people-based aspects of change for lasting contributions to be made to their organizations. Theirs is the role of disruptor of the status quo, as in many organizations there is a tendency to become lethargic and complacent about the need for change. Instead, change agents are more comparable to disruptors of change who should not be silenced but encouraged instead (Zigarmi, 2008). Change agents are the one force that will propel any organization or company to continually improve, no matter how painful or difficult the change is.
References
Julian Birkinshaw, Gary Hamel, Michael J. Mol. (2008). Management INNOVATION. Academy of Management. The Academy of Management Review, 33(4), 825-845. Retrieved January 27, 2009, from ABI/INFORM Global database. (Document ID: 1574212121).
Teresa Sande (2008). Taking charge of change with confidence. Strategic Communication Management, 13(1), 28-31. Retrieved January 27, 2009, from ABI/INFORM Global database. (Document ID: 1633743781).
Drea Zigarmi (2008). JUST LEADERSHIP: CREATING a VALUES-DRIVEN COMMUNITY. Leader to Leader, 2008(47), 33-38. Retrieved January 26, 2009, from ABI/INFORM Global database. (Document ID: 1409198221).
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