Applying the Eight Dimensions of Organization Capacity for Change (OCC)

Introduction 

In the face of the wide-ranging challenges in the ABC Company Inc., the enterprise could use the Eight Dimensions of Organization Capacity for Change (OCC) to address accountability and innovation aspects towards implementing organization change. Creating and executing an open communications system is one of the core ways through which the company could realize effective and productive organizational change aimed at its global expansion plan. 

Trustworthy Leaders 

A great measure of trust between employees is the driving force for any productive change occurs. Honest leaders are perceived to be competent to lead and prioritize the interests of an organization (Burke, 2017). While organizational change is a risky affair, employees in ABC company would change their behaviour and perceptions if they trust their leaders. Ultimately, they would be inspired to use the company’s open communication system to contribute their innovative ideas. 

Trusting Followers 

Trusting leaders in an organization is an important step; however, trusting the rest of the company employees is equally important. Lack of trust towards followers breeds pessimism and cynicism. It eventually demoralizes employees from engaging with new organizational change creativities (Burke, 2017). Thus, trusting followers is crucial towards employees’ willingness to experiment with novel ways of operating, such as an open communication system. 

Capable Champions 

In the face of an increased turnover rate, ABC Company should focus on identifying, developing, and retaining capable change champions to achieve its change initiatives. Change champions are those employees proficient at the knack of anticipating a challenge and leading an effective, productive change (Cameron & Green, 2019). The organization’s president and the wrecked up middle management should be change managers if the company is to embrace an open communication system and the generation of innovative ways. 

Involved Middle Management 

Given the state of poor middle management involvement in ABC Company Inc., it is impossible to implement an open communication system to spearhead idea generation towards its global expansion plan. Middle managers have a unique position, not only to link top management with the rest of the workers but also to actively spearhead organizational learning (Judge & Douglas, 2009). Therefore, in the case of ABC Company, middle managers would create an information network through which knowledge is shared, shortcomings identified, and capacity for change broadened. 

Systems Thinking 

ABC Company lacks proper structural arrangements and procedures to direct the adoption of an open communication aspect and eventual organizational change. Systems thinking promotes enterprises’ ability to tryout, acclimatize, and learn new ways of doing work (Soparnot, 2011). The systems thinking will allow ABC Company Inc. management to focus on an organization-wide exchange of ideas rather than individual departments.  

Communication Systems 

Communication systems entail dimensions such as face-to-face meetings, corporate arrangements, email networks, and telephone calls all focused on conveying the importance for and the means for executing a projected organizational change (Judge & Douglas, 2009). Implementing communication systems would allow ABC Company to convert ideas into action. 

Accountable Culture 

A results-based culture is imperative in monitoring outcomes in an organization. Accountable culture ensures while employees pursue innovative new ways, they also deliver results within the set budgets and timelines (Cameron & Green, 2019). This aspect is integral in ABC Company to ensure although an open communication system is being implemented, employees respect resource constraints and honour deadlines. 

Innovative Culture 

More often than not, corporate culture thwarts innovation and change. Culture defines organizational behaviour, motivates employees, and provides solutions in the face of ambiguity (Soparnot, 2011). In this case, it governs how organizations process information, values, and internal relations. Creating an innovative culture in ABC Company is integral to enhancing its change capacity. 

Conclusion 

While ABC Company Inc. aims at effecting a productive organizational change, it has to formulate and execute structural improvements to foster open communication. Through this way, the enterprise would be able to promote not only trust but also the ability to generate and implement new ideas for its global expansion plan. 

References

Burke, W. W. (2017).  Organization Change: Theory and Practice . Newbury Park, CA: Sage Publications.

Cameron, E., & Green, M. (2019).  Making Sense of Change Management: A Complete Guide to The Models, Tools, And Techniques of Organizational Change . London: Kogan Page Publishers.

Judge, W., & Douglas, T. (2009). Organizational Change Capacity: The Systematic Development of a Scale.  Journal of Organizational Change Management ,  22 (6), 635-649.

Soparnot, R. (2011). The Concept of Organizational Change Capacity.  Journal of Organizational Change Management ,  24 (5), 640-661.