Organizational Change Plan: Analysis of the Work of Bloodgood and Morrow

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Organizational Change Plan- Part II The work of Bloodgood and Morrow (2003) argues that strategic change is best viewed as a multidimensional phenomenon that consists of various degrees of environmental structure and internal conscious awareness." (Bloodgood and Morrow, 2003) Organizational change does not involve acquisition of new resources only but also involves the reconfiguration of the resources with already existing resources. As well, organizational change is not just business as usual but involves reconfiguration of existing resources. Therefore, it can be understood that there are newly acquired and existing resources that the organization must address in implementation of change. Knowledge can divided into two types, tacit and explicit. It is reported that many organizational activities "involve varying degrees of both tacit and explicit knowledge." (Bloodgood and Morrow, 2003) Tacit knowledge is described as knowledge that "cannot be codified and expressed to others." (Bloodgood and Morrow, 2003) Explicit knowledge is described as knowledge that can be codified and expressed to others. It is reported that the strategy of implementing Total Quality Management across the organization is more dependent on explicit rather than tacit knowledge. (Bloodgood and Morrow, 2003, paraphrased) Prior to organizational change a force-field analysis which is described as an analysis that is "deceptively simple and can be used to help plan and manage organizational change."

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