Running head: ORGANIZATIONAL LIFE: STABILITY AND CHANGE CRITIQUE

Organizational Life: Stability and Change Critique Lauren E. Boyd Adult Education Human Resource Development College of Education James Madison University

Running head: ORGANIZATIONAL LIFE: STABILITY AND CHANGE CRITIQUE

I. Introduction The article entitled, Stability and Change as Simultaneous Experiences in Organizational Life Leana & Barry (2000) discusses change, resistance to change, and pursuit of stability occurring simultaneously. In addition, the researchers (Leana & Barry, 2000) expose forces driving the pursuit of change and stability within employees and organizations. Leana & Barry (2000) present the reader with the argument that the tension between the simultaneous forces is inevitable and is fundamental to organizational models and research. Despite an abundance of literary references, the overall credibility, validity and generalizability is of concern to the reader due to the use of outdated sources (Coughlan, Cronin & Frances, 2007). Leana & Barry (2000) address the ability to evolve and concurrently maintain stability in an organization as key factors to incur an optimal business structure, relations, and processes. Therefore, the content in the article can serve as a basis for organizational research and operations for professionals in the human resource development field (Leana & Barry, 2000). II. Summary The article (Leana & Barry, 2000) presents comprehensive viewpoints of both asynchronous situations (change and stability) in an organizational context. First, the article (Leana & Barry, 2000) discusses the organizational motivations of pursuing change and follow with revealing the organizational motivations of pursuing stability. Second, Leana & Barry (2000) reveal the influential forces behind the pursuit to change and stability by conveying individual and interpersonal perspectives. The majority of current research focuses on

diagnosing and correcting breakdowns in implementing a model of changethe action strategy.

Running head: ORGANIZATIONAL LIFE: STABILITY AND CHANGE CRITIQUE

Far less attention is given to the reflection strategy of revisiting ones conceptual model to fit the people and organization undergoing the change (Van de Ven & Sun, 2011, p. 59). The previous academic observation (Van de Ven & Sun, 2011) effectively summarizes and correlates with Leana & Barrys (2000) platform advising an approach incorporating all aspects on organizational, individual and interpersonal levels in the field of research and organizational models. III. Importance of Article in Relation to Adult Education Human Resource Development The information provided in the article has a great relevance to those in the AHRD program, and more importantly those currently enrolled in the AHRD 600 course (Performance Analysis and Needs Assessment). In human resource development consultation in performance improvement is increasingly becoming part of organizational life (Leana & Barry, 2000). Analyses of organizational, process, team, or individual performance leads to the design, development, and implementation of an improvement solution (Swanson, 2007). The need for change being a common trend in performance analysis outcomes and developmental improvement plans, demonstrates the critical role change plays in improving corporations outputs and opportunities for success (Swanson, 2007). Along with inevitable change in the workplace, comes opposition of change, many people have a negative attitude about change because as soon as they get used to the new order of things, the next wave of changes comes (Garber, 2013, p. 48). Garbers (2013) observation of the resistance of change inversely proposes the desire for stability in work and employment relations. With management implementing change, the intervention level perceives a lack of stability, leading to resistance of the change; therefore, causing change and stability

Running head: ORGANIZATIONAL LIFE: STABILITY AND CHANGE CRITIQUE

being simultaneous conflicting experiences within a work environment (Leana & Barry, 2000). Leana & Barry (2000) believe the pursuit of change and promotion of stability on all intervention levels (Figure 1.1) must be taken into account with research during assessment for the long term optimal operation of an organization.

Conceptual & Theoretical Framework

Figure 1.1 (Leana & Barry, 2000) The conceptual framework (Figure 1.1) illustrates the simultaneous occurrence of: pursuit of stability, pursuit of change and opposition to change. The locations where the occurrences overlap represent the unavoidable tensions created among the forces (2000). In its entirety, the framework (Figure 1.1) demonstrates how all of the forces within the asynchronous experiences directly affect organizational life (2000).

Running head: ORGANIZATIONAL LIFE: STABILITY AND CHANGE CRITIQUE

Figure 1.2 American Society of Training and Development Competency Model (Arenson, Naughton & Rothwell, 2013). Recently the American Society for Training and Development launched their 2013 Competency Model (Figure 1.2) offering assistance and guidance in performance enhancement. Implementation of a competency model is a pivotal resource needed to ensure an organization maintains relevance and efficiency in development (2013). The current model includes Change Management as a needed competency for success in the HRD field (Figure 1.2). Leana & Barry describe the inevitable tensions as a necessity for organizational development and serve as the sweet spot between stagnation and innovation (Figure 1.1).

Running head: ORGANIZATIONAL LIFE: STABILITY AND CHANGE CRITIQUE

IV. Article Critique Throughout the article (Leana & Barry, 2000) present a comprehensive and wellbalanced overview of both simultaneous experiences of interest; change and stability in organizational life. Leana & Barry (2000) present an applied-research article where they review and extract findings of credible research to depict a human resource issue. The aforementioned characteristics also support the article being categorized as qualitative (Coughlan, Cronin & Frances, 2007). The article was prefaced by a well written abstract that included the purpose of the article, the significance of the article and a summary of the conceptual framework (Coughlan, Cronin & Frances, 2007). When reviewing the article, the reader observed the most recent of the citations was published 13 years ago. The use of outdated sources raises the concern for questionable credibility, transferability, dependability and confirmability with the content (Coughlan, Cronin & Frances, 2007). Despite the concern with outdated sources in the critique, Leana & Barry deliver organized and highly readable content to the reader. Possible adjustments to improve the article include: incorporating theoretical framework and case studies. V. Conclusion By providing a clear abstract and noteworthy organization in the presentation of the content, the researchers (Leana & Barry, 2000) provide an informative article exposing the forces behind the pursuit of change and stability in organizational life. To ensure effective

Running head: ORGANIZATIONAL LIFE: STABILITY AND CHANGE CRITIQUE

human performance enhancement a professional must be able to acknowledge the presence of conflicting interests when identifying appropriate motivational, job redesign and environmental solutions (Rothwell, 2005). Leana & Barry (2000) advocate for audience recognition of the parallel experiences of change and stability when researching and analyzing all intervention levels; both of which contribute as critical skills in Human Performance Enhancement. References: Arenson, J., Naughton, J. & Rothwell, W. (2013). Training and Development Competencies Redefined to Create Competitive Advantage. American Society for Training & Development. Vol. 67, No. 1. Coughlan, M. Cronin, P., & Frances, R. (2007). Step-by-Step guide to critiquing research. Part 2: qualitative research. British Journal of Nursing. Vol. 16, No. 12. Garber, P. (2013). Manage Change at Work. American Society for Training and Development. Vol 67, No 1, 48-51. Leana, C. and Barry, B. (2000). Stability and Change as Simultaenous Experiences in Organizational Life. Academy of Management Review, Vol. 25, No. 4, 753-759. Rothwell, W. (2005). Beyond Training and Development, The Second Edition. AMACOM, New York, NY. Swanson, R. (2007). Analysis for Improving Performance, Second Edition, Revised and Expanded. Berret-Koehler Publishers, Inc., San Francisco, CA. Van de Ven, A. and Sun, K. (2011). Breakdowns in Implementing Models of Organization Change. Academy of Management Perspectives, Vol. 25, No. 3, 58-74.