Changing Public Organizations: Four Approaches

Abstract

Organizational change is a comprehensive and interrelated process involving planning, goal setting, training and developing employees and stakeholders, obtaining sufficient resources, selecting intervention strategies, and monitoring and communicating outcomes. In the public sector frequent political agenda changes, legislative rather than market-driven goals, and insufficient allocations of financial and human resources often hinder change. This article describes four models that public organizations have used both successfully and not to introduce and carry out change:

a.	means-end models, that use root cause analysis, selection of the “best” intervention, and implement long-term, comprehensive change, such as strategic planning, Total Quality Management, and process re-engineering;
b.	incremental models, that make minor changes in existing systems to achieve limited, tangible and quick results;
c.	pluralistic models, that cultivate multiple stakeholder input, resources, and commitment to resolving local social or economic problems; and
d.	individual models, such as training and development programs.

The article discusses model rationales, common uses, strengths and weaknesses, and implementation requirements.

Keywords:

• organizational change
• public administration
• organization management
• organization development

Notes

20. Frederickson, 1996.

28. Rainey, 1997.

48. West and Berman, 1993.