Managing Change Part I

Managing Change Part I1managing Change Part I

Managing Change Part I1managing Change Part I

MANAGING CHANGE PART I 1 MANAGING CHANGE PART I 8 Managing Change Part I MGT/426 Managing Change Part I Science Applications International Corporation (SAIC) is the work organization Learning Team B has chosen for this paper. It is based out of Mclean, VA, supports various federal government departments/divisions, military, and private sector civilian organizations. This paper will identify a specific change that the team believes should occur in this organization. It will describe the cycle of change, and the specific change that needs to occur within the cycle of change. It will compare and contrast continuous and discontinuous change, differentiate between the two types of change agents, and discuss how one or both can be utilized in this scenario.

Paper For Above instruction

Science Applications International Corporation (SAIC), a prominent defense contractor based in McLean, Virginia, has recently faced significant organizational upheaval that necessitates a comprehensive approach to managing change. This paper will explore the nature of organizational change within SAIC, focusing on a specific change initiative aligned with recent internal and external developments. It will elaborate on the organizational change cycle, compare continuous versus discontinuous change, and analyze the roles of internal and external change agents involved in facilitating this transition.

SAIC’s recent history exemplifies the complex dynamics of organizational change. The company experienced internal turmoil linked to its involvement in the City Time contract scandal in New York City, leading to the ousting of top executives. Furthermore, SAIC’s strategic decision to split into two separate public companies—SAIC and Leidos—aims to enhance competitive positioning, eliminate conflicts of interest, and respond to shifting government contract landscapes. These events create an imperative for effective change management to ensure organizational stability, stakeholder confidence, and sustained growth.

The Cycle of Change in SAIC

The cycle of change refers to the sequential framework organizations traverse during major transformations. Typically, it involves awareness of the need for change, planning, implementation, and institutionalization of new practices. For SAIC, this cycle is activated by external pressures such as regulatory scrutiny, litigation, and market competition, as well as internal factors like leadership transitions and strategic realignment.

The initial stage begins with recognizing the necessity of change—prompted by legal issues, the fallout from executive removals, and operational restructuring. This recognition leads to strategic planning to address these challenges, including the company split and operational realignments. The implementation phase involves executing these strategic plans, communicating clearly with stakeholders, and managing employee adaptation. Finally, institutionalization ensures the new organizational structures, processes, and cultural shifts are embedded into daily operations, promoting long-term stability.

Types of Organizational Change: Continuous and Discontinuous

Understanding the types of change—continuous and discontinuous—is vital for managing SAIC’s transition effectively. Continuous change, also known as incremental or first-order change, involves gradual adjustments that enhance existing systems without fundamentally altering the organizational identity. For example, software updates or process improvements fall under this category and typically require less resistance from employees.

Discontinuous change, or second-order change, involves radical transformation that redefines organizational structures, strategies, or core values. These shifts are often triggered by crises, mergers, or market disruptions. For SAIC, the split into two public entities exemplifies discontinuous change, as it represents a fundamental shift in corporate identity, strategic focus, and operational framework.

Application of Change Types to SAIC

Given the complexity of SAIC’s current environment, both types of change are evident. The company’s strategic split is a discontinuous change due to its transformative impact, while internal process enhancements post-split would be classified as continuous changes. Effective change management must account for this duality, recognizing that disruptive changes require different strategies and leadership approaches compared to incremental adjustments.

Change Agents: Internal and External

Change agents are individuals or groups that facilitate, guide, or resist organizational change. Internal change agents originate within the organization, such as executives, managers, and employees. They are crucial for leveraging organizational knowledge and fostering buy-in due to their familiarity with internal dynamics.

External change agents are consultants, industry experts, or stakeholders outside the organization hired specifically to facilitate change. They offer objective perspectives, specialized expertise, and can help overcome internal resistance rooted in organizational politics or cultural inertia.

Role of Change Agents at SAIC

In SAIC’s case, internal change agents include top management and project leaders directly involved in executing the split and managing upheaval. They are responsible for communicating vision, aligning teams, and addressing resistance. External consultants or industry experts may be engaged to assist with strategic planning, stakeholder communication, or training programs aimed at cultural adaptation.

The choice of change agents influences the success of the transition. Internal agents bring organizational context but may face biases, while external agents provide neutrality and specialized skills but may lack internal understanding. Combining both can enhance change management effectiveness, ensuring that plans align with organizational realities and external best practices.

Conclusion

Managing change within SAIC requires a nuanced understanding of organizational dynamics, the cycle of change, and the appropriate application of change models. The recent corporate split exemplifies a discontinuous change process, demanding effective leadership from both internal and external change agents. By balancing incremental adjustments with transformative strategies, SAIC can navigate its current upheaval and position itself for future success. Recognizing the distinct roles and challenges faced by different change agents ensures a comprehensive approach that fosters resilience, agility, and sustainable growth.

References

  • Cummings, T. G., & Worley, C. G. (2014). Organization Development and Change (10th ed.). Cengage Learning.
  • Higgs, M., & Rowland, D. (2000). Developing change agents for organizational change. Journal of Organizational Change Management, 13(5), 423-434.
  • Palmer, A., Dunford, R., & Akin, G. (2006). Managing organizational change: A multiple perspectives approach. McGraw-Hill Education.
  • Burke, W. W. (2017). Organization Change: Theory and Practice. SAGE Publications.
  • Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
  • Coghlan, D., & Brannick, T. (2014). Doing Action Research in Your Own Organization. SAGE Publications.
  • Appelbaum, S. H., Habashy, S., Malo, J., & Shafiq, H. (2012). Back to the future: Revisiting Kotter’s 8-step change model. Journal of Management Development, 31(8), 764-782.
  • Burnes, B. (2004). Kurt Lewin and the planned approach to change: A re-appraisal. Journal of Management Studies, 41(6), 977-1002.
  • French, W. L., & Bell, C. H. (1999). Organization Development. Pearson Education.
  • Hiatt, J. (2006). ADKAR: A Model for Change in Business, Government, and Our Community. Prosci.

Related Assignments