IMPLEMENTATION: PUNCTUATED EQUILIBRIUM MODEL:Features of Radical Change, Theory of P-E model

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Change Management MGMT625

Lesson # 42

IMPLEMENTATION: PUNCTUATED EQUILIBRIUM MODEL

The Punctuated Equilibrium (PE) model presents the synthesized version of the two approaches on

implementation of change. This is considered to be a comprehensive and integrated view of the two

approaches studied earlier that was, incrementalism and radicalism. There are scholars who believe

both approaches are complementary rather than conflicting, and the issue is not whether, but when to

adopt incrementalist or transformational approach. These scholars are Greiner; Miller & Freisen,

Tushman and they do not prescribe one desirable change type but suggest a model entailing lifecycle

approach and dual feature of stability and turbulence. Hence the related concepts are Organization Life

Cycle Theory, Greiner's model and Organization Learning.

Now the features of two earlier models or approaches are as:

Features of incremental change

Unidirectional

Continuous

Constant learning

Relevant at all or multiple levels of organizations

Converging &

Short term based

Features of Radical Change

Multi-directional

Discontinuous

Periodic learning

Relevant at upper echelon of organization (top-level)

Frame-breaking

Long term based

Therefore we need to synthesis both. Hence PE model contains features or attributes of both types.

Earlier we have studied Greiner's model of metamorphosis. The model was developed by Tushman and

Romanelli who argued that organization progresses through convergent periods punctuated by re-

orientations which demark and set bearings for the next convergent period. Convergent periods are

relatively long spans of incremental change and adaptation, whereas reorientations are relatively short

periods of radical discontinuous change. Change is theorized on five domains of organization activity:

Culture

Strategy

Structure

Power structure and

Control system - together they all constitute to form strategic orientation

(Tushman & Romanelli)

Momentum

A relevant definition of concern is momentum which means for long periods of relatively stable, slow

and predictable organizational interspersed with short and intense periods of massive changes in

momentum within the organization.

To Miller and Freisen, long periods of the maintenance of a given configuration, punctuated by brief

periods of multi faceted and concerted transition

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P-E model suggest four types of organizational change

1. Fine tunings ongoing process of finding fit or matches between strategies, structure, people

processes.

2. Incremental adjustment (Quinn's model)

3. Modular transformation major re-alignment of one or more departments or divisions.

4. Corporate transformation radical shift in strategy and rev changes in whole organization

The purpose of organizational change is to move from one state to the desired state in different ways

incremental and radical

Theory of P-E model

This model has following attributes to explain the phenomenon of organizational transformation:

It enables predictions about patterns of fundamental organizational transformation

The theory accounts for tension between the forces of stability and change

Organizations establish an initial pattern of activity based on the environmental conditions

prevailing and managerial decisions made during their time of founding.

As a result of inertia and institutionalization organizations develop coherent systems of shared

understandings that support continuation of the established patterns.

Therefore according to P-E model radical and discontinuous change is necessary to break the

inertia

With these attributes author of the article came forth with the following theorization:

Hypothesis 1: organizational transformation will most frequently occur in short, discontinuous bursts

of change involving most or all key domains of organizational activity

PE theorists suggests the interdependence of organizational sub-units; and argue that organization must

be constructed so as to ensure a complementary alignment among structural variables (buyers,

suppliers, financial backers, pattern of culture, norms & ideology) as against the incremental view who

emphasize the relative independence of organization subunits dealing incrementally and disjointedly

with one problem and one goal at a time in short run reactionary manner

Hypothesis 2: Small changes in individual domains of organizational activity will not accumulate

incrementally to yield a fundamental transformation

The question then is how to have an organizational transformation with PE theoretical perspective? PE

theorists believe resistance to change or organizational inertia can be broken through revolutionary

transformation means and conditions. Hypothesis Number 3, 4 and 5 talks about the triggers of

organizational change

Hypothesis No 3: Major declines in the short term performance or sustained decline over several years

will substantially increase the likely hood of revolutionary transformation.

Hypothesis 4: Major changes in environmental conditions will significantly increase the likelihood of

revolutionary transformation

Hypothesis No 5: Installation of a new chief executive officer will significantly increase the likelihood

of revolutionary transformation

Important question for us how this type of change manifest in the real life? Or what are the indicators of

transformational change in organizational dynamics. The fundamental organizational transformation

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Change Management MGMT625

occurred whenever there were substantial changes observed in the strategy, structure and power

distribution domain of organizational activity (power distribution means appointment, key positions

and placements, hiring-firing, transfers). To what extent these variables are valid for change

management in public or corporate sector organizations in Pakistan

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