Why is it important for individuals and organizations to change

Individual and Organization Change Why Is It Important For Individuals And Organizations To Change? s 17th June Why Is It Important For Individuals And Organizations To Change?
According Quinn (1996), the importance of change is twofold: for personal development and organizational or institutional development. At the individual level, change is necessary for one’s behavioural adjustment. Socially, individuals are defined by their belief and principles that are further subjected to norms of the society. However, individual’s immediate environment is dynamic, and it is through personal changes that people adjust to external changes (Quinn, 1996). Implementation of acceptable norms of the society or personal desires often translates into personal development in terms of character, knowledge and skills. Consequently, personal changes facilitate correction of deviant behaviours in people. Through the process of individual change, people incorporate new knowledge and practices that eventually transform into a culture. Therefore, individual change is a prerequisite process for cultural development.
At the organizational level, change is significant for optimisation of the status of the institution. Organizational changes facilitate adaptation of the institution to environmental dynamics. Business organizations operate in a highly competitive market that is intertwined with technological and managerial advancements. Organizational changes thus enable firms to implement new management strategies, operational technologies and effective organizational cultures that would preserve or heighten their marketing niche. Additionally, changes are significant in organizations to mitigate operational or managerial crisis. Thus, organizational change is important for the development and implementation of an effective organizational culture (Quinn, 1996).
Personally, deep change refers to a change process that is radical in that it is irreversible and individual control over the process is limited. Deep change is underlined with a personal vision that motivates one to pursue the change process independently. Unlike incremental change that is characterised with transactional processes, deep change entails transformational process and leadership. In addition, one should always be ready to encounter risks or even failure while undertaking deep change. Wholesomely, deep change encompasses sustainable changes at both the individual and organizational level.
Quinn, R. (1996). Dynamics of Changes: The Deep Change Field Guide. New York: Jossey-Bass.