The Danger of Not Aligning The Three Domains in Change Introduction Organizations today face major, discontinuous change that makes strategic management more difficult and complex than ever. Making a change program effective and breaking the status quo to reach a desired status cannot rely on customary managerial habits or intuitive management philosophies. The essay will use a failure change case of making divisional restructure by adding new team member to examine the theories and employ …showed first 75 words of 3578 total…

…showed last 75 words of 3578 total…uncertainty. It is necessary to realign the people in a new structure pattern with role clarify and performance measures, to provide chances for participative management, to create arenas for feedback and renegotiation to form new political map, as well as to bring about a culture that normatively glue the organization together to embrace new desired status. Fail to have strategic integration of the three strands of the rope, change success can never happen by luck.