Outline

1. Introduction:
   1. Title: Organizational change
2. Personal Change Experience
   1. This section highlighted one of the major changes I experienced in the past five years and set the stage for change modelling
3. Nadler and Tushman’s Congruence Model   
   1. This section defined Tushman’s change model and gave reasons for selecting the method.
4. Steps In Nadler and Tushman’s Congruence Model
   1. This section discussed steps involved in Tushman’s change model and explained how I applied the model in my change process.
5. Conclusion
   1. This section summarized the major issues discussed in the paper.

Organizational Change

Introduction                                                                                                                                      

            When we think of organizational change, we think of large-scale transformations like mergers, acquisitions, buyouts, downsizing, restructuring, introducing new products, and the outsourcing of critical organizational functions. Decisions such as departmental reorganizations, implementing new technology and incentive systems, or establishing new company branches in other parts of the country are all part of the organizational change process. Organizational change is defined as the deliberate modification of organizational components to enhance the organization’s performance. Organizational components mean the purpose and vision of the organization, its strategy and objectives, structure, processes and systems, and people. When companies improve their effectiveness, they expand their capacity to provide value for the stakeholders they were created to serve.

Personal Change Experience

                        Change is an inescapable fact of life. I have changed over the last few years.  A few years ago, I decided to leave the comfort of my family home and move to another state because of my education. The opportunity to advance my studies required relocating to a different region where I could access quality education. However, I faced several challenges in making a relocation case. This was a lifetime opportunity that required me to relocate from where I lived to a new state. It was not easy to say goodbye to my family friends and adjust to the new environment.

Nadler and Tushman’s Congruence Model

The Congruence Model developed by Nadler and Tushman was the model that best fit my change. The Nadler-Tushman Congruence Model is a diagnostic tool for organizations that assesses how effectively their different components interact. As a consequence, performance gaps are identified. These gaps must be addressed to increase the productivity and profitability of the organization  (Shani, 2017).  The gaps are found due to the Nadler-Tushman congruence model’s examination of how the organization processes information from both internal and external sources. Unlike previous change models, the Congruence model developed by Nadler and Tushman strikes a compromise between the complexity required for analysis and the simplicity needed for action planning and communication. Additionally, the model offers a realistic foundation for outlining a linear process of change. Unlike the other change modules, this approach runs the danger of change managers oversimplifying their problems. Nadler and Tushman’s Congruence Model provides a holistic view of an organization, its constituent components, and their relationship.

            According to a systems perspective, if one area is impacted, it will have a domino effect on the other areas. In short, the model examines the processes involved in converting inputs to outputs. As a leader, you must thus grasp how the key stages interact to accomplish the intended outcome.

Steps In Nadler and Tushman’s Congruence Model

Awakening Stage

            This procedure is initiated by doing a Critical Organizational Analysis. Continuous scanning of both the external and internal surroundings is required of leaders. Leaders must grasp the factors at work in favor of and against any organizational change. The most potent change agents often emerge outside of organizations (Martins, 2011).  These factors include new laws, competitor-launched goods, changing demographic patterns, and new technology. Additionally, leaders must have a thorough understanding of what is occurring inside their own companies.

I applied Tushman’s awakening stage in my case. I began by determining why I needed change in my life and circumstances to make the change process reasonable and practical for my long-term good. After weighing my educational goals, I realized that moving to a new region where higher learning institutions were available made a lot of sense. Staying in the same area would only maintain the status quo. I chose to move and begin a new life away from my parents. Finally, I created a compelling vision that served as my impetus for transformation.

 Mobilization stage

            The second procedure includes several critical steps. The identification of what needs to change and the development of a vision for change continues. Many people believe that the need for change is readily apparent, clear, and observable in the environment. This does happen sometimes, but not always (Shani, 2017).  However, if change leaders are persuaded of the need for change, it is their responsibility to convince others across the company, from the top to the frontline of employees.

This was the second phase of my transformation. I evaluated power and dynamics, emphasizing the need for change. My goal has always been to excel in my academics, and the choice of moving to a more prestigious institution of learning served that goal. It was my motivator after being granted the opportunity to fulfill my academic dream.

Acceleration stage

            The matrix requires action preparation and execution. It converts the insights obtained in previous stages into the creation and activation of a comprehensive action plan. Appropriate tools are used to manage the strategy, generate momentum, and oversee the transition (Shani, 2017). People are approached methodically to engage them and empower them to promote the change. Others are created with necessary new information, skills, talents, and thinking methods to support the transformation.

I arranged for my trip, secured a new home away from my parents, and established new relationships. I applied for enrolment into a new college and began pursuing my educational goals. I also secured necessary financial resources necessary to sustain my learning at the new institution.

Institutionalization

            This stage includes completing the transition to the intended new state successfully. This is facilitated by comprehensive tracking of progress along the process, which includes determining when changes have been integrated into the organization’s fabric. Measurement may be very beneficial in this area (Martins, 2011). Understanding the effect of the organizational changes we attempt is contingent on our capacity to quantify such changes, which lays the groundwork for future change efforts. Measurement is also critical in the early stages of the transformation process.

I monitored the change periodically and gauged progress toward the objective using various balancing metrics. I have been evaluating whether I have become a better person with the new education, friends, and relationships that I have established over the past few years.  

Conclusion

            The congruence model is an excellent illustration of how an organization should be considered a living creature. This paradigm enables us to examine change holistically rather than simply from an input or output perspective. While it is an excellent diagnostic tool, it does not offer complete advice on how to execute a change Process; this requires additional tools.