In today’s corporate world, the organization setting is dynamic. There are a lot of changes in the way the companies operate in day to day activities. Some organizations join together to form a new corporation through mergers and acquisition. In such situations, the organization needs to approach change in such a way that it receives minimal resistance from employees, stakeholders as well as the owners of the company (Bryson, 2011).
Large-scale change techniques are employed by a large organization as a framework to guide the organization in the change process until the company has actually achieved total change. On the other hand, the traditional coalition approach uses frameworks developed in the past such as eight Kotter change model.
In both cases, the goal of the total quality change is obtained. All the people in the workplace should be actively involved in the workplace in order to achieve total quality change. In both cases also, culture setting is addressed gradually in order to overcome cultural resistance or obtain cultural support from all the stakeholders. The organization must involve every layer of the organization in the change process. That is from the top management, middle level, and the lowest level which consists of employees of the organization.
However, large-scale change technique takes a long period to be achieved as compared to traditional coalition approach. Large-scale techniques are employed by organizations such as multinationals, and to make a total change in all of its branches requires a considerable amount of time compared to traditional coalition approach (Bryson, 2011). The advantage of the large-scale approach is that during the change process interactions from different stakeholders bring rich traditions from other disciplines to the organization.
On the other hand, traditional coalition approach intelligently involves most employees in changing their workplaces as compared with large-scale techniques. This is so because the use of traditional coalition method involves people who are accustomed to each other. In addition, Pasmore et al. (2013) noted that the organization will have the advantage of building trust in the change process hence obtaining minimal resistance from various stakeholders.
In conclusion, though there are diversities in large scale and traditional coalition change approach, the organization will achieve change and, therefore, puts the organization in a better position to achieve its long-term goals.
Bryson, J. M. (2011). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. San Francisco, CA: Jossey-Bass, a Wiley Imprint.
In Pasmore, W. A., In Woodman, R., In Shani, A. B., & In Noumair, D. A. (2013). Research in organizational change and development: Volume 21.
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