In my previous workplace, the necessary change in the organization was related to the implementation of a new customer relationship management (CRM) system. The existing one was completely outdated and presented issues with control over client interactions impacting production onto business.
This change was necessary to make the processes simple, improve the level of customer satisfaction, and enhance the entire operational effectiveness. The previously existing CRM system had made inaccuracies in information and slow speed in communicating, and it had also complicated how organizations can appropriately respond to market asks.
After careful consideration, I chose the Burke-Litwin Model for organizational change. This model stresses an interrelationship between different organizational factors and works best for sufficiently complex changes wherein individual behavior and organizational behavior are to be influenced side by side (Burke, 2022).
The Burke-Litwin Model focuses more on organizational climate, culture, and the external environment, which fits appropriately in the context of implementations of an all-in-all new CRM system. The dual-focused instrumental and strategic frames of this model are expected to create a holistic view while addressing transactional and transformational factors that change not only at large but also at latent levels.
The employees undergoing the first level change consequences, which mostly include procedural changes, implementation of the training programs need to be done by clearly communicating the benefits of the CRM system. With the second-order change, where the change is at a deeper cultural shift level being done to facilitate that kind of transition, having conducted a series of change management workshops or leadership training ranked as essential tools for engendering and effectuating change along with open forums as well.
Since the Burke-Litwin Model is an orientated systems framework, it factors in both inter-relations and inter-dependency of variables within an organization. It realizes the fact that any changes effected in any part of the organizational system are bound to result in repercussions across the entire system. Hence, it is able to bring about a holistic appreciation of organizational dynamics and is applied in handling intricate issues such as CRM systems implementation.
The Burke-Litwin Model enables empathy, collaboration, and iterative problem-solving in the context of design thinking. By emphasizing the external element and organizational culture, the model is in line with principles of design thinking that ensure that the change process is human-centered, adaptable, and value-adding to employees as well as the organization.
From the external environment to internal elements such as leadership, strategy, and performance, they are strategically placed to capture the complex nature of change in an organization (Mazzei, 2018). The elements converge to form a pool of knowledge of the system and also to guide the changes required in different aspects.
The structured framework of the different dimensions of the Burke-Litwin Model assists in diagnosing the performance of an organization. By determining the impact between factors, organizations will have the ability to determine which has been driving the other underlying problems, making it possible for organizations to have targeted interventions in their bid to improve.
Some possible areas with respect to each element for research could be market trends (external environment), the effectiveness of leadership, employee surveys, and existing organizational culture. The above line of research ensures a holistic understanding of the system before taking any re-engineering activity forward.
The involvement of intangible culture may pose challenges in measuring and infusing resistance to change at both individual and organizational levels (Elsbach & Stigliani, 2018). In addition, the complexities of the model may make implementation difficult and call for a high level of skill facilitation.
The elements of the Burke-Litwin Model are applied in an ad hoc manner to both identify and remedy key organizational problems. They are, however, a more formal, comprehensive implementation away from helping organizations realize a superior efficacy with which change initiatives are pursued.
Further, such application of the model to future strategic planning provides an opportunity for the company. For example, such leadership teams can be trained by applying the tools contained in this model systematically, which aims to create a culture of continuous improvement and adaptability.
In summary, the Burke-Litwin Model is a formidable tool for addressing organizational problems, especially regarding the implementation of a new CRM system. The system-thinking plus the design-thinking approach embedded in the model offers an inclusive as well as a versatile set of frameworks on how to diagnose, plan, and execute change initiatives within the organization.
References
Burke, W. W. (2022). Organization development. In Oxford Research Encyclopedia of Psychology.
Elsbach, K. D., & Stigliani, I. (2018). Design thinking and organizational culture: A review and framework for future research. Journal of Management, 44(6), 2274-2306.
Mazzei, M. J. (2018). Strategic entrepreneurship: Content, process, context, and outcomes. International Entrepreneurship and Management Journal, 14, 657-670.
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