About This Book

56 PRACTICING ORGANIZATION DEVELOPMENT, 2ND EDITION
Post-Launch • Be persistent
• Move people beyond comfort level
• Manage avoidance mechanisms
Launch • Initial activities
• Deal with resistance
Pre-Launch
• Begin with self-examination
• Examine personal disposition and decision making
• Examine external environment
• Establish the need for change
• Provide clarity of vision and direction
Figure 2.3. A New View of the Action Research Model
Adapted from W.W. Burke (2002). Organization Change: Theory and Practice. Thousand Oaks, CA: Sage.
• Providing clarity of vision and direction: The direction of the effort must
be clear. What objectives are to be met by the change and what will success
look like? A clear vision must be established and communicated so
it is embraced by key stakeholders and others in the organization.
Launch
The launch phase is the beginning of the change effort. It begins with communication
to key stakeholders inside and outside the organization about the need.
This is what some leaders call “making the business case,” and the case for
change must be made by credible people who will be believed. Communication
must be provided in many channels, since people are so bombarded with messages
that they are unlikely to pick up on one short message provided in a single
medium.
According to Burke (2002, pp. 258–260), the key issues to address in the
launch phase are