Free Report About Theoretical Analysis
Type of paper: Report
Topic: Development, Organization, Sustainability, Environmental Justice, Workplace, Company, Model, Employee
Doppelt’s wheel of change is one of the significant tools that can be employed to effect change and sustainability by organizations. Organizations can have the superlative targets for effecting change within an organizational framework yet blunders can hinder the course for sustainability. Doppelt’s model of change defines some of the most critical steps that need to be established to ensure that an organization moves from one dispensation to another. Strategies for change are essential and of the essence in organizations, but the latter depend on the implementation of the predetermined objectives.
Apple is a brand that has a sizeable market portfolio, yet its continued relevance in the market depends on environmental sustainability and strategic change. Human sustainability in a firm is critical because it directly affects the productivity of the organization. For instance, the morale of the workers is a key a determinant of the effort the workers can put to ensure profitability in their respective duties (Doppelt 2009, p. 8). Apple should consider establishing a framework that creates a better environment for operations. One of the tendencies that ensure a false sense of security is the patriarchal rationality. Employee empowerment is an important aspect of enhancing sustainability in organizations. However, certain organizations have fewer empowerment programs for the workers to the extent that employees are bound by rules and regulations to report or take directives from senior managers (Doppelt 2009, p. 15). Such tendencies do deny the workers from taking personal responsibilities a factor that is critical for change.
Most corporations established on a planetary scale have a silo methodology to socioeconomic and environmental issues. Case in point is that different units in the organization operate with autonomy. It means, therefore, that the operations of the firm are bound operate independently of other functions. Ordinarily, operations in the organization should work to allow effective change and sustainability in synergy (Doppelt 2009, p. 30). When operations are synchronized it possible to ensure a 360 degree scrutiny of the company’s opportunities and procedures. The silo approach is detrimental to organizational change and should be discarded. It is necessary for organizations having a vision and mission for sustainability. Successful organizations in the global markets have always ensured that there is a clear mission for change.
Change can only be effected when there are objectives and goals that are to be achieved to establish change. Doppelt’s model notes that sustainability is more likely to be achieved when the management of the firms, provides clear guidelines that are critical to implementation (Doppelt 2009, p. 25). Lack of information and insufficient appliances for learning are some of the biggest setbacks to change. A free flow of information in organizations is significant because it provides a communication framework for key decisions in a firm. Intelligence sharing creates an atmosphere of change because it enables individual employees respond to the communication directives from the management (Moser & Dilling 2007, p. 311). Organizations in the modern dispensation are characterized by dynamic tendencies and employees are bound by such circumstance to continue learning a consequence for change.
Doppelt’s wheel of change assists organizations to change as appropriate in order to deal with the inherent blunders that affect change and sustainability in an organization (Doppelt 2009, p. 34). The change towards sustainability is enhanced when there is an enhanced feedback loop. Organizations are obligated to come up with strategies that ensure that employees can provide feedback out of different operations of the firm. Learning and motivation are key components in achieving this objective for sustainable change. Policies and procedures in the firm are supposed to be adjusted as a measure of aligning the goals and objectives of the mission occasionally. Policies are effective tools that aid organizations make the necessary adjustments in the operations of the company as appropriate.
Change is possible when the rules of engagement are aligned with the aspirations of both the workers and the organizations. For instance, tendencies that compel workers to report and take directives from a single chain of command should be abolished. Case in point is that there is a need to have employees take responsibility for their actions (Woodman 2009, p. 95). When employees are bound by the rule, they fail to perform their tasks based on prompts they are unable to employ their talents and skills in dealing with critical management issues. The Doppelt’s model provides firms with a framework necessary for change.
Various units of the organizations ought to work together to promote synergy and compliance. Organizations are compelled to rearrange their systems to ensure fluent information flow and operations across different units to achieve this goal. It is necessary for the organizations to redefine the dominant mindset that compels certain kinds of behavior to ensure sustainability and change. There should be a paradigm shift from the usual operations of new strategies that enhance the prospects for change.
Doppelt’s organizational change is a significant model that can be employed to effect change and sustainability by organizations. Changing popular mindsets and formulating a new strategy for information flow are some of the measures that the model promotes in promoting sustainability and change. The model assists organizations to achieve a 360 degree assessment of the company.
Doppelt, B. (2009), Leading change toward sustainability: A change-management guide for business, government and civil society. Sheffield, U.K: Greenleaf Pub.
Moser, Susanne C. & Lisa Dilling. (2007), Creating a Climate for Change: Communicating Climate Change and Facilitating Social Change. Cambridge University Press.
Woodman, A, P. R. W. W. (2009), Research in Organizational Change and Development, Volume 17. Bingley: Emerald Group Publishing Limited.