The Change Process (Part I)


By Pedro Nel Rueda Ferrín*

Constantly demanding and urgently organizational change characterizes the current environment. Organizational leaders are forced to make decisions in a relatively short time and with limited resources. That is the reason why we need to analyze and get a better understanding of the actions that generate change. It is important to always consider that "the only constant in today's world is change" (Heraclitus).

When considering the forces that generated the change, top management must analyze the organizational consequences. Leaders must decide to treat the change in an incremental or in a fundamental way. If you choose a strategy in an "incremental way", the change process is handled with the phrase "first thing first", in this order of ideas the consequences that generate organizational change factors are handled in sequential order. If instead you use the strategy "fundamental", the implications for the organization is the organization itself, their parties, their groups and their actors change simultaneously[1].

To start implementing change, it is necessary that organizational leaders have a clear vision of where they want to go with the change to apply, also need to know the current state of the organizational system, i.e. those who will lead the change must have a truly global view of the players, resources, consequences, the environment, in general, all factors that can affect in one or another way the flow of change within the organization.

The learning process is a procedure that goes along with the process of change, ultimately people change because they learn something new and accept that new learning can be accommodated, without risk, to the new environment. It is therefore necessary to develop strategies to teach and "refreezing" in the players new behaviors that enable them to be accommodated in the new environment.

After analyzing the background, it is necessary to analyze the changes to be made, to answer the question which is the arrival point after applying all the change process and carry out the activities that are planned.


An adequate diagnostic becomes a factor of success or failure when a change program is implementing. This includes an analysis of reality in the foreground, including the demands of the environment, the ability of the organization to respond to these demands and the development of a clear vision that becomes the state to be after application of the process. It is important to analyze the ability of the organization to innovate, the ability of human talent within the organization to accept and adapt to change, as well as the ability of the available human talent to contribute to organizational growth.


One of the most difficult elements to measure at a process of change in a group of people is the capacity to adaptation, i.e. identify if people easily adapt to change or not. Depending on this you can create activities that are based on the needs and characteristics of the team. There are few tools to analyze accurately the capacity to adapt to change, however, it is possible to analyze the adaptation to change, taking into account the skills of employees in relation to their environment and the descriptions of their jobs. 

There are many tests to measure the skills of workers, those tests allow making an analysis of the compatibility that has an employee with the job description, analyzing the employee competences in relation to the skills that the job requires. 

We can analyze the most important skills when it is regarding to change adaptation of a person working as part of a team (Click here for Part II)

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[1] BECKHARD, Richard. PRITCHARD, Wendy. Changing the essence, USA. 1991.