Mitigating The Chaos Of Change: Change Managers Play An Acti

Mitigating The Chaos Of Changechange Managers Play An Active Role In T

Evaluate and discuss the Organizational Development (OD) approach as associated with the coach image. Evaluate and discuss the sense making approach as associated with the interpreter image. Compare and contrast the steps of each evaluated framework.

Paper For Above instruction

Organizational change is an inherently complex process that requires strategic approaches to manage resistance, foster engagement, and ensure successful implementation. Two prominent frameworks for understanding and guiding organizational change are the Organizational Development (OD) approach linked with the coach image, and the sense-making approach associated with the interpreter image. These frameworks provide diverse perspectives on facilitating change, focusing on different mechanisms such as proactive development and interpretive understanding.

Organizational Development (OD) Approach and the Coach Image

The Organizational Development (OD) approach emphasizes planned, systematic efforts to improve an organization’s effectiveness and its members' well-being through interventions that promote change. Central to OD is collaborative engagement, often facilitated by a change agent or coach—an individual who acts as a facilitator and mentor to guide organizations through change processes (Palmer, Dunford, & Buchanan, 2022). The coach image within OD underscores the importance of building relationships, fostering trust, and empowering organizational members to participate actively in change initiatives.

OD’s foundation rests on diagnosing organizational issues, diagnosing causes, and implementing interventions that are participative and tailored to the organization's unique context. The coach functions as a supportive partner, helping organizational members understand their roles in change, develop new skills, and align organizational goals with individual motivations. This approach encourages a culture of continuous improvement, emphasizing learning and adaptation (Cummings & Worley, 2015).

Sense-Making Approach and the Interpreter Image

In contrast, the sense-making approach centers on how individuals within an organization interpret and give meaning to change events. Linked to the interpreter image, this approach recognizes that actors in organizations actively create understanding and influence change through their perceptions and narratives (Weick, 1995). Sense-making involves ongoing processes where employees interpret ambiguous information, reconcile conflicting perspectives, and generate shared understanding to navigate change.

This approach suggests that change is not just a top-down process but also a social construction, where the meanings attributed by individuals can facilitate or hinder change efforts. Leaders and change agents act as interpreters, framing information in ways that make sense to organizational members. Effective sense-making minimizes uncertainty, reduces resistance, and fosters commitment by embedding change within the collective understanding (Maitlis & Sonenshein, 2010).

Comparison and Contrast of the Frameworks

The OD and sense-making frameworks differ significantly in their focus, processes, and outcomes. The OD approach adopts a systematic, participative methodology emphasizing planned interventions, the development of skills, and organizational learning. Its stepwise process often involves diagnosis, intervention planning, implementation, and evaluation, with a focus on fostering a collaborative environment (Cummings & Worley, 2015).

In contrast, the sense-making approach is more interpretive and spontaneous, emphasizing how individuals interpret information and construct meaning. Its core steps include attending to ambiguous information, enacting sense-making routines, and negotiating shared understandings. Rather than following a fixed series of procedures, sense-making is an ongoing process rooted in social interaction and perception (Weick, 1995).

While OD aims to shift organizational structures and behaviors systematically, sense-making centers on shaping perceptions and narratives to facilitate those changes organically. OD’s strength lies in its strategic, planned nature; sense-making’s strength lies in fostering buy-in and reducing resistance through shared understanding.

Conclusion

Both frameworks are essential in managing organizational change, with their distinct emphases complementing each other. The OD approach, aligned with the coach image, provides a structured method to develop organizational capabilities, while the sense-making approach, associated with the interpreter image, addresses the interpretive and perceptual dynamics of change. An effective change management strategy integrates both approaches—utilizing systematic interventions alongside active interpretation and meaning-making—to create a resilient and adaptable organization.

References

• Cummings, T. G., & Worley, C. G. (2015). Organization Development and Change (10th ed.). Cengage Learning.
• Maitlis, S., & Sonenshein, S. (2010). Sensemaking in organizations: Taking stock and moving forward. Academy of Management Annals, 4(1), 57–125.
• Palmer, I., Dunford, R., & Buchanan, D. (2022). Managing organizational change: A multiple perspectives approach (4th ed.). McGraw-Hill Education.
• Weick, K. E. (1995). Sensemaking in Organizations. Sage Publications.