A life cycle evaluation of change in an engineering organization: A case study

The change process is explored and a life cycle model of change is analyzed to see how a large public client organization perceives and reacts to change. Various parameters that occur over the change cycle that relate to initial instability, anxiety, awareness, acceptance of change, tasking and managing, integration, and implementation are evaluated through a quantitative questionnaire circulated to engineers of this organization. Among the findings are that whereas general desire for change is high through a high commitment to change, the upper leadership does not appropriately follow through with the change process, leaving the middle and lower-level engineers to carry a burden for which they are ill-prepared. The level of communication is insufficient. Statistical tests reveal that general direction and leadership is lacking even though the middle-level managers are responsive for change and commitment to change is high among all groups. There were significant differences in the response for parameters evaluated within specific stages of the change life cycle between the various seniority levels of engineers. Engineers mostly agree that there is no incentive to implement changes; many agree that there is little help available for transitional services. Many other deficiencies are noted in this large public client organization. Among other, it is recommended for senior managers to understand that employees are an essential partner. The organizational change (OC) model used provides a workable approach for analyzing the process of change. This case study helps practicing managers understand their responsibilities in managing change. The inability to change proactively affects the efficiency and success of public organizations involved in project management.