Organizational Change as Strategy

Organizational change as a course of action is one of the most important aspects of community change work. Often the most needed change is at the organizational level. It also is the area that you likely will have the most influence—if you are strategic. But, the resistance to organizational change can be fierce. So, it is important to understand the theories behind likely resistance so that YOU can stand on the side of change rather than stagnation. As you read this part, it’s important to apply the theories and knowledge to organizations that you are a part of or that you find yourself getting ready to be a part of (like entering an internship or job).

What I find exciting and motivating about some of the latest research and work on organizational change is that there is strong evidence that involvement from the organization’s periphery might be optimal for change. For someone who will likely be new to an organization upon graduation, this is good news. It is rare that someone immediately becomes an organizational leader or a director. Instead, focus on the first part of your career on the ‘front lines’ or the ‘periphery’—from the edge of an organization or in a secondary position. So, I encourage you to read this section with that in mind—you will likely be in a position to support, participate, or lead meaningful organizational change even at the beginning of your career.

This part of the book is intentionally last because I think it is the hardest. It is very difficult to change a system that we are a part of. This is inherent in the design and function of a system. To understand why, we need to form a base understanding of theories and concepts relevant to organizational and individual function, and behavior relevant to change.