Experimentation Strategy

The experimental strategy to achieving transformational change at an organization relies on the concept that the change produces a competitive edge that the organization uses to gain market share of some advantage over the competition (Krokaew, & Ussahawanitchakit, 2015). The pharmaceutical companies devote extensive research and development resources to achieve a transformational change in the respective industry and organization if successful. A new drug has the potential for considerable profits for the organization. However, there are also risks associated with new medicines. Assessing the side effects of a drug and the possible percentage of occurrences in the population requires a leadership decision to market the new product or to conduct further studies. The balance between bringing a new product to market and not taking the chance on serious liability issues developing from the item are significant strategic matters.

The value of the experimentation approach to strategic change is the highest level of risk management. Determining the amounts of resources to devote to research against the potential payout at the end of the effort is career-changing for many executives. The combination of transformative leadership, product innovativeness, and market performance are significantly related (Krokaew & Ussahawanitchakit, 2015). The use of the experimental strategy to transform an organization is possible and potentially significant in economic outcomes.

Interpersonal Skills

Interpersonal skills are critical to establishing a meaningful relationship with people, thereby achieving the desired change initiative. Many professionals focus on developing their knowledge base associated with their specialty (e.g., business continuity professional). While establishing and maintaining professional expertise is essential, the often overlooked "soft-skills" is just as valuable to make the necessary connection with people. Change management is dependent upon the human connection between people, and interpersonal skills are necessary to make that connection. Make eye contact with the person or people in the audience. Speak clearly and directly - avoid jargon and big words. Do not speak down to the audience, but do not try to sound smart - be yourself. Be honest and sincere when discussing issues. Tailor the message to the audience and identify the issues needed to gain the audience's trust and interest. Make the audience a partner in the change initiative process - be friendly.

Two Change Models for Consideration

There are numerous change models for change management professionals to consider when viewing a change initiative. While there are many models available, most require an advanced level of knowledge and experience to gain any benefit from those models. In Appendix D, there is a list of selected references for further reading. The Hollman et al. (2007) change handbook is an excellent resource for those looking for additional advanced information.

The selection of the model is dependent upon many issues such as the specifics of the project, the resources associated with the project (e.g., time, location, the scope of the change), the professional's familiarity with the model, and the appropriateness of the model. Change professionals may favor a particular model because of comfort and familiarity, but that does not mean the model is appropriate for all change initiatives and organizational environments.

If the model is flexible and accommodating modification and the change professional prefers that model because of previous outcomes, it may be an acceptable model to use. There are many change models because there are many approaches to implementing change based on the wide variety of organizations and situations. Otherwise, change professionals would use a single model.

Two models have been selected as examples to illustrate the diverse scope of models for use in change initiatives. The first model is the Matrix of Change, and the second model is the Organizational Resilience Management (ORM) System Flow Diagram - Plan-Do-Check-Act model. Both models are potent examples of the variety of choices, and each has certain advantages and disadvantages for use in practical change projects. It is unfair to say one is better than the other; it is more appropriate to say that each is valuable in the right situation.

A change model helps focus organizational resources and understanding to address a particular initiative. The collaboration of Human Resources and Organizational Development teams is an example of a focused division of labor, dynamic creativeness by employees benefiting from shared visions and resources (Moultry-Belcher, 2010). A change initiative may require specialized personnel, and the change may, in part, be associated with employee selection (Akhtar & Cozic, 2010). However, before the actual change models may be discussed, it is necessary to discuss the fundamental aspects of change management. Each model is a limited approach to accomplishing a change. However, the framework surrounding the concept of change is the critical construct that allows a model to function appropriately.

 
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