Understanding Drivers for Change
Enviado por otroscorreos • 28 de Febrero de 2015 • 807 Palabras (4 Páginas) • 221 Visitas
Burke-Litwin: Understanding Drivers for Change
There are many reasons that change occurs in organisations. Building on the Burke-Litwin
model of organisational change and performance, this article will help you identify different
drivers of change and consider the implications for you as a change manager.
The Model
The Burke-Litwin model[1] shows the various drivers of change and ranks them in terms of
importance. The model is expressed diagrammatically, with the most important factors
featuring at the top. The lower layers become gradually less important. The model argues that
all of the factors are integrated (to greater or lesser degrees). Therefore, a change in one will
eventually affect all other factors.
The Burke-Litwin model
Burke-Litwin believe environmental factors to be the most important driver for change. Indeed,
most change can be traced back to external drivers for change.
Important elements of organisational success, such as mission and strategy, leadership and
organisational culture, are often impacted by changes that originate outside the organisation.
It is your job to understand these external changes and identify the implications for you and
your team.
Identifying and Dealing with Drivers for Change
1. External Environment
This includes such factors as markets, legislation, competition and the economy. All of these
will have consequences for organisations, and, as a change manager, it is vital that you
continually scan the environment for issues that will affect you and your team. For example, in
the world of accountancy, International Accounting Standards and International Financial
Reporting Standards will have a significant impact on the way companies manage their
accounts and report their results. In the public sector, legislative changes across health, local
government and other services have a direct impact on the work organisations are required to
carry out.
2. Mission and Strategy
An organisation’s mission articulates its reason for existing. It is the foundation upon which all
activity should be built. The strategy then sets out, in broad terms, how the organisation will
go about achieving its mission. Very often, the strategy will be developed in light of
environmental change, and will have a significant impact on the work you do. As a change
manager, you need to understand change in strategy and be able to communicate the
implications to your staff.
3. Leadership
This considers the attitudes and behaviour of senior colleagues and how these behaviours
are perceived by the organisation as a whole. The way in which change is implemented and
accepted through the organisation will be largely influenced by the top team. Does your team
believe that senior colleagues are committed to change,
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