INTRODUCTION

Since Adam, humans have expressed optimism for the future. Planting a tree,
constructing durable shelters, populating the world, all reflected hope for the future.
European explorers braved uncharted seas to reach the New World. American
pioneers pushed westward in search of a better future for themselves. (Steven H.
Appelbabum, Medea Cesar Degbe, Owen MacDonald, 2015) suggested that “there is
no ‘best’ approach to strategic organizational change and efforts should be undertaken
to develop adaptive strategic planning models to organizational change.”

Change is something that happens in every individual, in every company, and

in every industry. Organizations need to consider the volatile and unpredictable world
in which they function because of globalization, the rapid pace of digital and
industrial transition, the changing and transition of demographics, growing rivalry to
succeed at work place, and varying preferences of the labour force. They need to find
alternatives to resolve through the scepticism and the uncertainty induced by constant
transition. Briefly, the pace of transformation is fast-tracking.

In times of transition, many journals and articles are written about leadership,
organizational transformation, and the popular structures and models to consider.
However in today’s VUCA world, there are still gaps in understanding how to
properly ensure effective organizational transformation, in particular, it’s due to the
feasibility of scientific research that supports certain styles of change management
have been disputed, right form of leadership to follow (Jones, 2016), the relevance of
commonly accepted beliefs about the extent of failure of the change initiative by
answering the following research questions, could contribute to current debates on the
above assumptions:

1) What are the different cases given in this article and the factors that
contribute to the failure and success of an organizational change?

2) What is the actual reality of the failure rate of organizational changes?

3) What are the different types of leadership styles used during the
organizational change in the given case studies?
 4) What are different types of change interventions highlighted in the
case study?

5) To propose some change interventions which could help in reducing

the rate of failure and increase the success of organizational change?

2.0 Discuss the different cases given in this article and identify the factors that
contribute to the failure and success of an organizational change.

2.1 Unplanned uncontrollable factors, inadequate coordination, competing

demands on timeline, insufficient change agency competence, inadequate
training and uncontrollable external factors.

The initial paragraph of this article was discussing the key reasons for change
of failure are due to the above which basically focuses on the design phase of
organizational change without adequately doing the upfront planning work. The most
important for upfront work are basically to make sure the whole team involved has the
clear objective in place, when, how and why the change is taking place. Ideally, the
complete upfront flow must be documented, outlined the current and new changing
point and responsibilities of any affected parties with a complete timeline.

Team coordination is a challenging situation due to human interaction and

intervention that was also being discussed in the article that they called it as failure to
engage all employees with change. Open communication would not always be
impossible through giving employees an opportunity to participate in, give feedback
and organize discussion before any decision making. It will be more grateful for
giving employees a chance to make their voice heard, get a different perspective and
understand impacts that have not been thought of otherwise.

On top of the above, this article also discusses the failure of organizational
change was due to the difficulty to measure change initiative. There are different
perspectives of the success or failure of organizational change which will be based on
the perceptions which are influenced by the effort of the party involved. This
uncertainty of perception will be depending on who was surrounded by the employees
and it may turn to be negative when the employee opposes the change and tends to
express more negative emotions and behavioral intentions towards the change.
Negative employee reactions to organizational change can have serious implications
for change effectiveness and organizational competitiveness.

2.2 Lack of effective leadership

This article was also discussed on the necessary leadership and management
skills in the VUCA World. Leadership is a kind of power where one person has the
ability to influence or change values, beliefs, behavior and attitude of others. Trust is
an essential issue for leaders to lead the organizational change. The lack of leadership
will then contribute to the trust issue for a team to give full commitment and
cooperation on the changing process. The team will have a perception that the change
will not give any significant benefit to them and to the organization as a whole. The
appointed leader is unable to facilitate effective change of the organization and
discourage employees to collaborate with each other to implement the change in
organization.

3.0 Discuss the actual reality of the failure rate of organizational changes.

Organizational change occurs in every business organization in order to gain

a better environment with good profit. Change is delicate, formed in whole, working
behind the scene and diversified. It spreads like a natural gas in an unlimited amount
(Chia, 1999, p.222). There are many processes in organizational change. It consists of
work methods, internet and technologies, management structure, overall structure of
the management or planning that impacts a change in a working environment.
Companies usually make decisions based on the internal and external push from
management in order to make the biggest change. Changes usually come in particular
management structures or work processes. For example, a small business entity needs
to compete with a large business entity in order to win and remain in the market and
knowledge on business and gain profit in the business. While a large business entity
needs to get used, usually a small business entity comes into the market. So, every
business firm must find innovative ways to sustain in the market and grow bigger. In
other ways, business firms also need to focus on cost efficiency to operate better.
 Organizational change failure as an observed situation which is when away
from the market of the becoming view; it either falls into almost all-day practices or
fades away in time because of critics (Bruskin, 2019). Moreover, failure rate becomes
the same since the organizations feel difficult for success rate and it goes away in
volume and duration (Bruskin, 2019).

Figure 1.1 shows Organizational changes key points

The above key points in the figure describe adaptations, developments,

innovations, adjustments, advance plans, and modification plans on the organizational
change. However, the key points stated here are always followed by many
organizations in order to produce success rates in the management. For example,
WhatsApp is becoming a communication tool to communicate immediately with
colleagues in other states or countries to discuss work matters. This adaptation on
communication and emerging high technologies makes the organizations adapt to the
changes internally and externally. The myth of a famous write up of 70 per cent
organizational change is considered failure is concluded without legal and proven
data. It is still considered a myth (Mark, 2011). Since it is not proven in empirical data
form, organizational change is still considered as able to make changes in every
aspect.

Organizational change could become failure due to compelling cases.

Organizations cannot force others to change before they are able to show the team that
everyone is able to make the changes. Other than that, decision making power is used
by managers only and not discussed with lower-level workers. This makes the
workers not have a good understanding of the changes and no motivation to follow
the changes happening in the organization. Moreover, changes in organization must
happen whole heartedly, it means in willingness of an employee to adapt to the
changes. But ignorance happens among employees. Lastly, small appreciations or
recognition not given to anyone who follows the changes. Changes should be
celebrated among employees like appreciating employees in-front all employees in
the organization will make changes among others too.

In conclusion, organizational changes definitely happen in every

organization. But the adaptation and responsibility of following it depends on every
employee in order to make it a success or failure.

4.0 What are the different types of leadership styles used during the
organizational change in the given case studies?

There are 4 types of leadership styles used during the organizational change in the
case study.

● Autocratic
● Democratic/participative
● Laissez-faire/delegative
● Distributed leadership

4.1 Autocratic

Autocratic is a leadership style where a person controls everything and makes

decisions but will not take any feedback or ideas from others. Autocratic leaders
usually will take decisions based on their own beliefs without taking in other people's
recommendation or suggestions. This type of leadership style will only be effective
when making a quick and urgent decision.

4.2 Democratic/ Participative

This is a leadership style where all the employees are allowed to give inputs,
suggestions, opinion and ideas. Management will welcome others to voice out their
view and this method is very effective in any kind of organization. When all the
employees can participate in the decision making process, they will feel appreciated
as well as motivate them to do their job well.

4.3 Laissez-faire/ Delegative

This leadership style allows the employees to use their resources, creativity
and experience to let them meet their goals. In this method, leaders will not give much
instructions to the employees. But this type of leadership style can only be suitable for
the organisation or group that have highly skilled employees who know what to do in
making a decision.

5.0 What are different types of change interventions highlighted in the case
study?

There is little change intervention which is highlighted in the case study and one of it
is from Kotter’s (1995;2014) 8 stages of changes or phases of action.

1) establish a sense of urgency

2) create a guiding coalition
3) develop a clear shared vision
4) communicate the vision
5) empower people to act on the vision
6) create short terms wins
7) consolidate and build on the change
8) Institutionalize the change

Other than Kotter’s (1995;2014) 8 stages of change, Situational Leadership Theory

(Buchanan,2013) where it relates to the adaptability, willingness, and readiness of
those being managed and ability of the leader to lead change in different situations.
Other than that, leadership change is the most discussed topic. Most of the studies said
that leadership change is a very effective method as a change intervention.

6.0 Propose some change interventions which could help in reducing the rate of
failure and increase the success of organizational change?
 Based on the main factors which hinder the success of organizational change,
we had concluded 3 main interventions which could be done to reduce the failure and
increase the possibility for successful implementation of the organizational change.

6.1 Lack of communication

Communication is the foundation for a society, while an organization or a

business entity is a small-scale society, which means communication is even vital for
their survival. In the case study, most of the cases found with communication issues,
as communication bridges people for information sharing and emotional bonding, and
thus directly effect on the result of any changes. Lack of communication will break
the bridges for any action or plan, the needed information was not transmitted to the
right person, and thus the key person will not be able to react accordingly, which
breaks the chain effect of a plan.

Communication is detrimental for a change to be implemented. So, effective

communication must be applied in order for the changes to be successfully executed
from top to toe. To be effective, the communication among all stakeholders must be in
2 ways. Which means, everybody has to participate in the talk or any information
sharing. Leader must make sure the communication platform is conducive and will
not have the power distances, also to lead and to control if conflict arises. However,
instruction still remains as instruction, but the feedback should be viewed as equally
important, and always open for any comment from pre to post implementation of the
changes.

On the other hand, hierarchical style of leadership actually backfires the

communication among all stakeholders, and the power and position of top
management scares those lower level. And thus, even though those lower level
employees are the front liner for the changes implementation, they would not report
anything which could bring negative effects to the plan to their superior. So, to be
effective, leaders should balance the control and the freedom for their members.

6.2 Ineffective Leadership

From the case study, ineffective leadership had caused the hike of failure in
the changes implementation. Thus, intervention should be applied to overcome those
obstacles, by having a clear goal for leaders and members which fulfil the SMART
criteria, which is Specific, Measurable, Attainable, Relevant and Time based. While
setting the goal, members should be allowed to participate, as they will be involved as
well. The engagement with employee in goal setting could motivate them, and let
them feel their importance to the company.

On the other hand, leaders should also give credit whenever there is an
achievement. Even a small achievement is worth praise or credit, and this will affect
the employee’s commitment towards the changes and thus will give a boost to the
implementation. This in turn helps those members grow and could actually bring
positive effects to the changes, and in the long term, it will benefit the company.

Moreover, leaders should also always put attention on their members. Every
member has their own characters and attitude, to ensure changes implementation can
be successful, the leader should identify the member’s working style before any
planning. This is very important as it could either result excellently or totally ruin, as
members are the fundamental of a company to make any changes. If they have not
been regarded as an important element, they will lose their initiative for their work,
for example, they will not contribute the maximum they can, and thus, the result for
the implementation will not be as perfect as it could be.

6.3 Employee Resistance

As mentioned above, if the employee or members of the team did not feel they
were cherished by the company, they would not give the best out of them. This is very
common in the workplace as most of the company or management is performance
oriented, which only results in the single element to measure the work for the person
or team. However, performance oriented is not a wrong method to be used, it does
effect when those members could perform and this system could actually bring those
performers better and better. But the disadvantage is that certain measurements were
overlooked. For example, due to communication issues, not all members could
perform, which caused the result was not good, but this does not mean the members
are not functioning, but it's due to other factors, which is a blind spot when it comes to
performance oriented evaluation.
 So, this obstacle could be overcome with proper teamwork and involvement of
members. Education and communication is vital for members or employees to fully
understand the demand of their management. As mentioned before, an employee's
involvement is a trigger for their engagement and commitment to the changes, as they
could feel either they had been appreciated by their leader or not. So, leaders should
behave fairly when it comes to assignment to their members. With the support from
their leaders, among members could actually build stronger bonds and thus will
develop positive relationships and result in a good result.

Conclusion

In conclusion, we have some suggestions based on evidence for OCD practitioners

where the first one does not believe anything, as you read in common change
management books, our results suggest that 'organizational failure' depends on who
you ask and that transition models can be complex and should not be rigidly pursued
step by step. Next, research results suggest that the reform of the prescriptive model is
not always sufficient, because the transformation does not always obey linear,
simplified and ambiguous models. A more flexible approach to organizational change
is required. In reality, they appear to support the "uniformity" approach to
transformation, as discussed by Burnes(2014). Finally, communication, leadership
and teamwork will allow changes: our findings suggest that organizations with
continuous communication and a more open and flexible style of leadership that
involves others are more likely to be involved