Pressures for Change

Change is a reality of today’s markets and business environments and as an effective leader and manager, you must understand the change process and develop strategies that can overcome resistance to change in order to successfully lead and manage change. XYZ Corporation is currently undergoing a major restructuring and you are an executive leading and managing this process of change. Palmer, Dunford, and Akin (2016) have identified six (6) images of change management as depicted in the grid below. Use these six (6) images of change management to explain how you would effectively and successfully manage the changes taking place at XYZ Corporation while overcoming resistance to change.


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Pressures for Change




Change is a result of strategic pressures and controllable by managers’ ability to direct the organization’s response




Strategic change is in response to internal and external pressures. Multiple pressures facing managers will need to be taken into account.




Managers have little control over the inevitable pressures on the organization. Managers have little choice in the organization’s actions.




Pressures for change are constant and result in the need to develop and shape the organization’s capabilities to better enhance organizational outcomes.




Pressures for change are internal and external and managers need to understand and give meaning to these.




Pressures for change are large and small and the manager’s role is to enhance the adaptive capacity of the organization.


Source: Palmer, I., Dunford, R., Akin, G. (2016). Managing Organizational Change: A Multiple Perspectives Approach, 3rd Edition. McGraw Hill (Adapted).

(50 points)



Pressure to change comes from external environmental pressures and internal organizational pressures. Organizational change is a complex process that deserves careful attention (Palmer, Dunford & Akin, 2016).


(1). Identify and explain how three (3) environmental pressures of change and three (3) environmental drivers of change have impacted change in the form of restructuring at XYZ Corporation. Cite real-world examples of organizations that have experienced and responded to such changes.

(25 points)

(2). Explain why some organizations do not change in response to environmental pressures using Peter Senge’s concept of “Learning Organization” and the concept of “Shielding (Buffering)” which describes focusing on efficiency by avoiding change through shielding parts of it from the effects of the environment (buffering).

(25 points)

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