The purpose of this intrinsic qualitative case study was to identify and describe the factors that affected the sustainment of a successfully implemented organizational change initiative that was implemented using a bottom-up approach, and that entailed a new approach to training in a military training course. The problem this study addressed was the documented inability of organizations to effectively sustain bottom-up organizational change initiatives. The findings from this study conform with much of the literature regarding organizational change in that the freezing process first presented by Lewin in 1947 is essential to sustaining change. A deliberate approach to indoctrinating new organizational members through an instructor certification and development program and communicating to the instructors the value of the new approach were essential to the sustainment. Additionally the intentional approach on the part of the organization's leadership to protect the organization from external factors that could become barriers to change was another contributing factor to sustainability of the change. Future research efforts should consider further examination of successful cases of sustaining organizational change, with a particular emphasis on understanding the relationship between the change management process and the sustainability of change. The phenomenon of bottom-up change warrants further study in order to identify how the interplay of the factors that drive and restrain change efforts are different between top-down and bottom-up change efforts. This study provided an examination of one case of a successfully sustained bottom-up change effort that training and performance improvement practitioners can use to better inform their efforts at implementing performance improvement initiatives within organizations.
|Subjects||Educational leadership; Management; Organizational behavior; Military studies|
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