مقاله انگلیسی رایگان در مورد درک تغییر سازمانی در ارزیابی و طرح ریزی برنامه – الزویر 2018

Human service organizations, such as those providing services and supports to persons with intellectual and closely related developmental disabilities (IDD), are currently experiencing challenges related to diminishing resources, increasing needs for services and supports, and shifting socio-political factors. In addition, one of their greatest challenges is to continue to evolve and make those changes that facilitate the organization’s ongoing effectiveness, efficiency, and sustainability (Schalock, Verdugo, & Lee, 2016). Viable organization change (i.e., transformation) requires continued organization development. As reflected in Figure 1, organizations initially develop rapidly in terms of providing services and supports based on their mission and value system. Despite their initial growth and emphasis on continuous quality improvement (CQI), human service organizations often reach a plateau in which development and improvement slows or ends, stagnation occurs, and organization personnel and stakeholders begin to realize that more of the same is not the answer. During this “critical inflection point” (see Figure 1), values and current approaches are challenged, and organization personnel come to realize that instead of doubling down and trying to improve what they currently have and do, it is necessary to transform their organization and create something significantly different. In that regard, organization transformation is all about wrestling with new ideas, believing that something better can be developed, and being willing to help it along (Reinders, 2008; Schalock & Verdugo, 2013). The purpose of this article is to assist readers in understanding better the dynamics and strategies involved in organization transformation. We do this by describing a literature and experiential based organization transformation model whose four components include transformation pillars, transformation strategies, organization capacity, and organization outputs and outcomes. After describing the model’s components, we provide two examples of its use as a framework for organization transformation. The article concludes with a discussion of valuable lessons learned to date.