Whether it is liked or not, change tends to be the one constant which is experienced throughout life. While others may resist change as often as possible, some people tend to embrace or accept change. Why there is this difference does not necessarily matter. What matters most is learning why change is desired, when to apply it, and how to develop effective and sustainable change. Throughout the past century, organizations have been observed and studied to learn more about what makes an effective organization. There have been many approaches to this noble goal and new fields of study e.g., Organizational Development (OD), Organizational Transformation (OT), Ergonomics, Industrial Psychology, Industrial Engineering, all which have contributed value information to assist in learning how to enhance the performance of organizations.

Developing or transforming organizations has become both a science and an art. The change process is validated scientifically. Additionally, the art or the approach and style the facilitator and organization are utilizing needs to be diligently monitored to assure a successful transition. The facilitator must keep a watchful eye on the behaviors associated with the change process and make adjustments and recommendations accordingly to assure the greatest possible success. Unfortunately, some organizations may have completed the processes of a new implementation only to learn that the new change is more harmful to the organization than what it was prior to the change. When this result reoccurs within an organization the individuals tend to become more resistant to change.

Each organization is a particular and sensitive system. It is organic. The personality of the organization is a mixture of leadership, the individual, and the collective. Therefore, the organization has particular belief systems, behaviors, and attitudes. As organizations seek change it is imperative for the leadership team to learn these facets of the organization, and assist in the stewardship of a healthy or improving environment. As the organization develops the change process, the research of change implementations of other organizations is equally important as is the selection of the facilitator. It may be necessary to bring in new leaders to spur the change. Other times, According to French, Bell, and Zawacki (2005), the current leadership team may be able to lead effectively from past experiences and skills (p. 365).

The transformation team or facilitator will be well served to take a snapshot of the organization prior to the implementation. This snapshot will be the benchmark or launching pad for the implementation. The transformation team will then begin developing the implementation plan via addressing "(a) creation of [the new desired outcome or] a vision, (b) adoption of a new organizational structure, (c) establishment of an accountability system, (d) and modification of agency rules and regulations" (French, et al., 2005, p. 367). Freezing and unfreezing snapshots are valuable techniques. These tools may be utilized throughout the transformation process to assess where it currently is, and determine what are the transitions or action steps which need to yet be taken. It is notable to highlight that the transition phase is the most important phase to the success of the implementation (French, et al., 2005, p. 354). The transition phase creates an opportunity for checking progression, assessing the cultural shifts which may be occurring, and planning the next steps to assure progression toward the desired goal. Forward progression is the reward for honestly assessing the present to secure effective planning for the future.

Continually assessing the current situation is a critical activity for organizations. This allows organizations to innovate into the future. As organizations become more virtual or have multiple locations it is becoming more imperative to focus on core values. If core values align amongst the individuals, the integrity of the purpose of the organization tends to be maintained with less effort. Organizational Development (OD) has validated that the organization is organic and it is important to be a good steward of this living entity.

According to French, et al. (2005), it is equally important to honor the living organism which connects us via realizing:

that every breath/word and action must be intentional. . . . wisdom is in the people of the organization. . . . each person's truth is truth. . . . it's about living out of our hearts. . . . let's uncover this together. . . . this work is about a sincere, deep abiding, unwavering view of democracy and empowerment within a system-wide view of reality. . . .be authentic. . . . life is an action research project.(pp. 383)

If this knowledge is allowed to become part of the social factor of the organization, it will create an environment of openness to create a balance of all individuals to be treated as equals. This will achieve the objective of OD methodologies of creating an improved level of effectiveness for both the individual and the organization (French, et al., 2005, p. vii).

It appears that more organizations are becoming aware of the significance of how organizational culture impacts the system. Organizations are speaking of the importance of the softer side of business, particularly core values. Dr. Bradford Smart, author of Topgrading (2005), states "The single most important driver of organizational performance and individual managerial success is talent. . . . Topgrading [talent] it is the enabler to all corporate initiatives" (pp. xvii-xviii). In order for an organization to hire the appropriate person for a position, a primary exercise of learning, assessing, and possibly even developing a new culture may be critical before determining if a new hire is best for a position or not.

Currently there is a popular ideology to hire a person for attitude, even if the skills are lacking. This, now, is considered a favorable hire. The person who aligns with the culture and core values of the organization tends to learn and performer better because they are eager to please within a particular system. This is a direct effect on the social contract which is agreed upon by the employer and the employee (French, et al., 2005, pp. 486-487). The opposite tends to be true for the person who attains all the skills and yet is not aligned with the culture. Unfortunately, this situation lends itself to allowing contempt and dissension amongst the individuals within the organization.

The competitive advantage of organizations is the key to thriving in the marketplace. Peter Drucker research (as cited in Smart, 2005) stated it best, "The ability to make good decisions regarding people represents one of the last reliable sources of competitive advantage, since very few organizations are very good at it". (p. xvii). As technological advances continue to diminish the gaps between competitors OD and Organizational Transformation (OT) are become necessary elements to address. Only with the commitment to OD and OT will organizations be able to be effective and successful. Through the many tools utilized to assist organizations in developing the best possible systems, organizations do have the ability to manifest successful transformations. Through deliberate, intentional, and scientifically proven methodologies, all organizations have the opportunity to step into the reward of developing both the individual and the organizational effectiveness which is desired.

French, W. L., Bell, C. H. Jr., & Zawacki, R. A. (2005). Organization development and transformation. Boston: McGraw-Hill Irwin. Smart, B. D. (2005).

Topgrading: how leading companies win by hiring coaching, and keeping the best people. New York: Penguin Group (USA) Inc.