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Second example of the change in integral and wholesome way is of Indian freedom struggle. In terms of scale, impact and most importantly 'purity of means' this is one of the rarest of rare examples of 'change'. Objective here is to see the change initiatives introduced by Mahatma Gandhi and how they were so effectively covering all four quadrants of reality. The most important contribution of Mahatma Gandhi in the Indian freedom struggle was to generate a mass movement for independence. He was able to create personal meaning for Indian freedom amongst common man in India across different strata of society. This was the success in 'I' quadrant. 'I' quadrant success was largely based on movement for Swadeshi, spinning the wheel etc. Using swadeshi (indigenous) goods, burning the videshi cloth, Namak Satyagrah, and spinning wheel etc. represents the 'IT' quadrant. Though these were seemingly small activities but of great value in spreading of awareness. These seemingly small activities were able to create personal meaning amongst the fellow citizens. In the 'ITS' quadrant based on his own moral authority, clear thinking and guidance many social catalysts were prepared who became nodal centers for freedom movement and other social activities. In 'WE' quadrant he could create shared vision of independence and shared values of democracy, social harmony and secularism to great extent. Eventually these values continued to be ideals for the independent India. Two examples briefly described above indicate the utility of integral view for leading change wholesome change in organization. It doesn't mean that management had been totally oblivion to different aspects of organizational life. Nocols (1994) talked about increasing importance of creating meaning at work. Wakhlu (2000) talked about engagement at the level of heart and spirit for wholesome life of the organization. Utility of this framework is in its simplicity and power of comprehensiveness to juxtapose the seemingly diverse nature of organizational reality. A natural outcome of this discourse and examples quoted here is the importance of wholesome leadership for implementing wholesome change. Ability of a leader to apply the integral or wholesome approach of change in the organization is inevitably linked to his or her own personal view of reality. Leaders with integral view are the prerequisites of integral or wholesome change process. Perhaps teaching of Lao-tzu is valuable in this regards when he says "the way to do is to be". The message is not different from what Mahatma Gandhi said "One must be the change which he wants to see in the world". References Bleakley, F.R., (1993), ‘Many companies try management fads, only to see them flop’, Wall Street Journal, 6 July 1993, pp. A1, A8. Fineman, S. (1993), in S. Fineman (edi), Emotion in organizations, Sage, Newbury Park, CA. Henkoff, R. (1994), Getting beyond downsizing”, Fortune, 10 January, pp. 58-64. 22 November 2007 NHRD Journal
Higgs, M. and Rowland, D. (2005), ‘All changes great and small: Exploring approaches to change and its leadership’, Journal of Change Management, vol. 5, iss. 2, pp. 121-151. Hitt, Lorin M., Wu, D. J. and Xiaoge Zhou (2002), ‘Investment in enterprise resource planning: Business impact and productivity measure’, Journal of Management Information Systems, vol. 19, iss. 1, pp. 71-98. Kellner Roger, M. (1998). ‘Changing the way we change’, Perspectives. Kotter, J. (1996), Leading Change, HBS Press, Boston. Nichols, M. (1994). ‘Does new age business have a message for managers?’, Harvard Business Review, vol. 72, iss. 2, pp. 52-60. Nohria, N. and Beer, M. (2000), ‘Cracking the code of change’, Harvard Business Review, vol. 78, iss. 3, 133-141. Senge, P.M. (1997), ‘Communities of leaders and learners’, Harvard Business Review, vol. 75, iss. 5, pp. 30-2. Wilber, K. (2002), Spectrum of consciousness, Pub. Motilal Bavarsidas, New Delhi. Wheatley, M. J. (1992), Leadership and the new science, Berrett-Koehler, San Francisco. Endnotes 1 Earlier draft of the paper was presented in Global OD Summit, 2006 at Mysore and was adjudged the Best Paper in Future Focus Stream. Valuable inputs of Prof. Rajen Gupta of M.D.I., Gurgaon, and Arun Wakhlu, Pragati Leadership Institute, Pune, are gratefully acknowledged. i Lewin's model change is the most widely referred by practitioners and in the academics alike. It talks about three phases of change process. First phase of the change is dissatisfaction with the status quo. Second stage is about identifying and mobilizing the resources required effecting the change. Third stage is embedding the new ways of working in the fabric of the organization. Kotter's model gives eight steps of change starting from creating urgency to institutionalization of change. ii Like any living systems organizations also display capacity for sophisticated, coordinated behaviors. Yet these behaviors are never the result of directive leadership, strategic plans, or engineered solutions. They arise as if by magic, surprising even the members of the system, through a process called emergence. Emergence is the capacity of the system that resides only in the system not in the individuals. Surprise of emergent capacity confronts most of our trusted beliefs about how to create change in any organization. iii Interestingly Prof. J.K. Jain of Management Development Institute, Gurgaon, teaches management lessons based on Gandhian way in a reputed institute in France. Author is not aware about the systematic teaching explicitly based on Gandhian principles being imparted in any business school in India. November 2007 NHRD Journal 23
Page 1 and 2: NHRD Journal Organizational Change
Page 3 and 4: S.no Title of the Article Author Pa
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Page 7 and 8: give subtle shape to the organizati
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Page 27 and 28: magnitude of the programme, you can
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Page 35 and 36: pointed the prerequisites of change
Page 37 and 38: BRINGING CHANGE TO THE CHANGE AGENT
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Page 41 and 42: 'People Academy' that seeks to fost
Page 43 and 44: DEFINING CHANGE AGENTS SANDEEP K. K
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Page 47 and 48: References Chris Argyris, Initiatin
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References Ashkanasy, N. M., Broadf
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• Finance and Accounts • Techni
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and gives the freedom to fail. Chan
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therefore shift gear and venture in
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COMMUNICATION EFFECTIVENESS, JUSTIC
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interactional justice focused on th
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and in a manner that is perceived a
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the merger, in whichever form has a
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is high, implying that there would
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• Successful integration approach
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management and the labor leaders to
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ONE REASON FOR FAILURE OF CHANGE IN
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IPO: A POWERFUL INTERVENTION IN ORG
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In expectation of such a reaction,
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system was designed, requiring mana
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Then the system was recommended for
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Newsletters used to be published an
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CHALLENGE OF MANAGING ORGANIZATIONA
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productive deployment of raw talent
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Conclusion There is a broad agreeme
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change is indeed the engine which f
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and regional development programs.
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ORGANIZATIONAL CHANGE-MARUTI SUZUKI
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in the HR thinking, approach and th
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• Cross Functional Teams (CFTs) o
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i. Technology • Plant location
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consolidates in a short period of f
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PBIT (Rs in crores.) The Company ha
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concepts in an organizational conte
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APPEAL TO CONTRIBUTORS The National
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