Top Down vs Bottom Up Change
“Evaluate the implications of defining the vision for change from the top down relative to the from the bottom up”
There is really no organization that it is not faced with a changing situation. Technology and globalization are perhaps the biggest issues impacting most organizations today. The difficulties that loom for creating that change can be intimidating.
How should we implement change? It's a simple enough question, surely there's a simple answer-especially since we get to do it so often. Every time we implement a new system or install a new process, we're implementing change.
Change happens when someone commits to a new way of doing things and leads others to do the same. There are processes that help one to do that. The principles apply whether one is leading top-down, up, or even among a group of friends.
In business, when we approach change, whether it is about cost reduction, merger or supporting a new technology we need to treat it as a seriously disruptive and stressful activity for all involved especially those leading the change.
The transformation of a company requires hundreds, sometimes thousands of employees to adopt a new view of its future, a future they must regard as essential. Change management involves managing the process of achieving this future state. Change can be viewed from two vantage points, that of the people making the changes and that of the people experiencing the changes. In the top-down, or strategic viewpoint associated with management, the focus is on technical issues such as the investment required, the processes for implementing the change, how soon the change can be realized, and the outcome. In the bottom-up viewpoint of the employee, the focus is on what the change means to the individual, how they can cope with the change, and also how management can assist them through the transition.
In the top-down approaches on change, management is fixated by the need to feel control and predict the actions of everyone in
There is really no organization that it is not faced with a changing situation. Technology and globalization are perhaps the biggest issues impacting most organizations today. The difficulties that loom for creating that change can be intimidating.
How should we implement change? It's a simple enough question, surely there's a simple answer-especially since we get to do it so often. Every time we implement a new system or install a new process, we're implementing change.
Change happens when someone commits to a new way of doing things and leads others to do the same. There are processes that help one to do that. The principles apply whether one is leading top-down, up, or even among a group of friends.
In business, when we approach change, whether it is about cost reduction, merger or supporting a new technology we need to treat it as a seriously disruptive and stressful activity for all involved especially those leading the change.
The transformation of a company requires hundreds, sometimes thousands of employees to adopt a new view of its future, a future they must regard as essential. Change management involves managing the process of achieving this future state. Change can be viewed from two vantage points, that of the people making the changes and that of the people experiencing the changes. In the top-down, or strategic viewpoint associated with management, the focus is on technical issues such as the investment required, the processes for implementing the change, how soon the change can be realized, and the outcome. In the bottom-up viewpoint of the employee, the focus is on what the change means to the individual, how they can cope with the change, and also how management can assist them through the transition.
In the top-down approaches on change, management is fixated by the need to feel control and predict the actions of everyone in