Change Performance – Degree of Change

One common differentiator is the magnitude, or ‘degree’ of change. Barbara Senior and Stephen Swailes describe in their publication “Organizational Change” six different terms concerning organizational change performance.

  • Convergent vs. Radical


The convergent method describes the fine-tuning of existing configurations. The radical method is putting the organization or department into a complete different setting or context like being transformed from one blueprint to another.

  • Planned vs. Emergent


The planned change has a clearly defined starting and ending point as well as clearly defined states of an organization or part of an organization. “Most planned changes are directed at dealing with performance gaps to bridge the discrepancy between the desired and the actual state of affairs.”[2] The emergent change is happening out of the culture or climate the management was creating, it is not triggered by a concrete goal.

  • Evolutionary vs. Revolutionary


The evolutionary or “continuous” change is slowly adapting existing structures whilst the revolutionary method is conducting a change in structures.


To illustrate the different scales of impact to an organization, the change methods could be chained by their different Timings:

[1] Cp. Senior, B et. Al. (2010), p.41

[2] Sengupta, N.; et. Al. (2006), p.6

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