Change ManagementThe purpose of this article is to discuss organizational change and the management of that change. I will talk about the different drivers of change, the factors a leader must consider to implement change effectively, the different resistances a leader may encounter when trying to implement change and how Different leadership styles will affect the achievement of change. I will also discuss the knowledge I gained from completing this assignment and how I think it might affect how I manage change in my workplace. The drivers of change fall into two categories, internal and external. In the “Organization Structure” simulation, the hypothesis was that stagnation in the systems integration market was leading the CEO to train engineers in networking techniques. This training, once implemented, resulted in a 20% increase in the company's total revenue. This is an example of an external force for change. The company was late to the staggering systems integration market, so change was imperative if the company wanted to maintain profitability. Another example of an external force for change demonstrated by the simulation was when a key technology advisor severed ties with the company. This forced a change in how the company approached the initial change. In other words, it changed the way the business was moving. What had to happen was this; it was necessary to replace advisors, develop alternative solutions, make up for lost time and coordinate projects. Because a key advisor resigned, many changes had to be implemented, but for the initial change plan to be successful, leaders had to adapt to adversity. An internal driver of change is a...... middle of paper. .... MacLean, D. (1999) “Conditioned emergence: approach to transformation through dissipative structures”. Strategic Management Journal, 20 (4), 297-316. Macintosh, R. and MacLean, D. (2001) 'Conditioned emergence: change research and change research'. International Journal of Operations and Production Management, 21(10), 1343-1357. Quinn, JB (1980) Strategies for Change: Logical Incrementalism, lrwin, Homewood, IL. Stacey, RD (2003) Strategic management and organizational dynamics: the challenge of complexity, FT/Prentice-Hall, Harlow. Stickland, F. (1998) The Dynamics of Change: Insights into Organizational Transition from the Natural World, Routledge, London. Weymes, E. (2003, May). It’s relationships, not leadership, that sustain successful organizations. Journal of Change Management, 3. Retrieved November 9, 2005 from EBSCOHOST