Managing Change Is Seen as Being Skilled

Managing change is seen as being skilled at creating, acquiring and transferring knowledge thereby modifying behaviors to reflect the new knowledge and insights (Baulcomb, 2003). Synergetic Solutions, Inc., a six-million dollar company in the business of system integration – assembling and reselling leading computer brands, is in a market that changes rapidly. Employing three hundred – mostly in the sales and service departments – working in five locations across the East Coast, Synergetic primarily provides computer assembling and trouble shooting, while a few high-skilled individuals operate as the specialists. The company experienced some successes; however, the system integration market became sluggish. Chief Executive Officer, Harold Redd, motivated by the need to: attract and retain loyal customers, build a responsive, flexible organization, and position the company for future growth, ventured into the network solutions business of designing and implementing complex networks (Simulation, 2005).

These ventures paid large dividends for a relatively small investment, and now a decision has been made to become a network design �hothouse’ in a relatively short amount of time - , requiring major changes. A whole system change, such as this, requires leadership commitment, large scale involvement of the organization, a high level of commitment and participation across the organization, clearly stated expectations of participants in the process regarding input, decision-making, planning and implementation, and ongoing forums to engage the organization in discussing impacts and implementation issues (Tarrant, 2005). Effective leadership is the most important factor.

There is clear and mounting evidence that the role of leaders in the change process significantly impacts the success of change. In examining the role of leadership, five areas of competency have been identified with a successful change implementation: creating the case for change, creating structural change, engaging others in the whole change process, implementing and sustaining change, and facilitating and developing capability (Higgs and Rowland, 2005).

Creating the case for change involves effectively engaging others in recognizing the business need for change. Not