Proactive and Reactive Change

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Reactive vs. Proactive Change

Workplace change occurs rapidly and often in many businesses. This change may take place in order to respond to a new opportunity or to avoid a threat to the company. Regardless of the reason, change can be difficult for all involved; managers and employees face new challenges with change, and managers must learn to ease the difficulty of the transition. One of the major issues associated with managing change is reactive versus proactive responses to change. This entry will discuss proactive and reactive responses to change, the major models of organizational change, and the responsibilities of change managers with special emphasis on the roles of transitional management teams and change agents.

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and create |
| |short-term wins, consolidate improvements and produce still more change, institutionalize|
| |new approaches |
|Beckhard and Harris's Change Formula |C = [ABD] > X, |
| |Where C = change, A = level of dissatisfaction with the status quo, B = Desirability of |
| |the proposed change or end state, D = practicality of the change, and X = cost of |
| |changing |
|Nadler and Tushman's Congruence Model|Organization is a system that draws inputs from internal and external sources and |
| |transforms them into outputs through four components: the work itself, the people, the |
| |informal organization, and the formal organization |
|Bridges's Managing the Transition |Transition, which differs from change, consists of three phases: ending, neutral zone, |
| |and new beginning |
|Carnall's Change Management Model |Change
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