Organizational Change and Development in FMC Green River Essay

Organizational Change and Development in FMC Green River - probe ExampleIn that case, organizational change must be planned, monitored and controlled throughout its lifecycle, with completion occurring on full-of-the-moon implementation and evaluation.Organizational change decisions are often complex, multi-faceted, and involve many different stakeholders with different priorities or objectives. Most people, when confronted with such a problem will attempt to use intuitive approaches to simplify complexness until the problem seems more manageable. In the process, important information whitethorn be lost, opposing points of view may be discarded, elements of uncertainty may be ignored -- in short, there are many reasons to postulate that, on their own, individuals (either lay or expert) will often experience difficulty making informed, thoughtful choices slightly complex issues involving uncertainties and value tradeoffs. This fact and the tendency of change issues to involve share d resources and broad constituencies means that sort decision processes are called for. These may have some advantages over individual processes more perspectives may be put forward for consideration, the chances of having natural systematic thinkers involved are higher, and sorts may be able to desire upon the more deliberative, well-informed members. However, groups are also susceptible to the tendency to establish entrenched positions (defeating compromise initiatives) or to prematurely adopt a common perspective that excludes contrary information a tendency termed group think. (McDaniels et al., 1999). For change management externalizes, decision makers may currently receive four types of technical arousal modelling/monitoring, risk analysis, cost or cost-benefit analysis, and stakeholders preferences. However, current decision processes in Green River typically exsert little guidance on how to integrate or judge the relative importance of information from separately sou rce. Also, information comes in different forms. Whilemodelling and monitoring results are usually presented as quantitative estimates, risk assessment and cost-benefit analyses incorporate a higher degree of qualitative judgment by the project team.