Diagnosis, Suport, and Propulsion of Organization Change


Leddick, A. Susan; Schwinn, Carole J.   (1991, ASQC)   PQ Systems, Inc., Dallas, TX

Annual Quality Congress, Milwaukee WI    Vol. 45    No. 0
QICID: 9695    May 1991    pp. 518-521
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Article Abstract

This abstract is an edited version of the author's original.

Driving change toward a "Total Quality" transformation in an organization requires a vision of what the transformed organization will look like and engages others in shared pursuit of that vision. Leaders of a quality transformation must continuously learn and apply quality principles, tools, and techniques, and teach, coach, prod, mentor and encourage others to do the same. Simply put, they must understand the current situation, envision the ideal, and move the organization from the former to the latter.

When looking for help in models and step-by-step approaches, organizations are often advised that they can not copy other organizations because every organization is unique. What is needed, then, is a structure, a theory, a frame, or a way of thinking about how productive change occurs over time. Drawing upon Rosabeth Moss Kanter's The Change Masters and their own consulting observations, the authors help champions to: (1) Diagnose their own organizations for evidence of "five major building blocks (or forces)" present in productive organization changes (Kanter), which include departures from tradition, crisis or galvanizing event, strategic decisions, individual "Prime Movers," and action vehicles; (2) Identify specific actions that support and enhance productive changes; and (3) Identify specific actions that propel additional productive changes.


Kanter, Rosabeth Moss,Leadership,Productivity,Human resources (HR)

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