Change strategy A change strategy is meant to achieve goals in order to achieve the goals, objectives.

mission and vision of an organization. Chris Argyris noted, a healthy organization performs three core activities over time: * Achieves its goals. * Maintains itself internally. * Adapts to its environment. Chin and Benne describe three types of strategies for change:* The first type is empirical rational strategies, based on the assumptions that people are rational, will follow their rational self-interest, and will change if and when they come to realize change is advantageous to them. * The second group of strategies is normative-re-educative strategies, based on the assumptions that norms form the basis for behavior, and change comes through re-education in which old norms are discarded and supplanted by new ones. * The third set of strategies is the power-coercive strategies, based on the assumption that change is compliance of those who have less power with the desires of those who have are power. Normative re-educative strategy The normative re-educative strategy is a change strategy developed by Benne and Chin in 1976. The normative re-educative strategy states that change in an organization will only occur once change occurs in the values, attitudes, skills and relationships of the employees or the followers. In order to accomplish this each entity or individual involved in the change process must participate in the working-out of the plans of change. Honesty and mutual collaboration are the hallmarks of this strategy. This process of change is delayed whenever a conflict arises. The normative re-educative approach will be used to bridge the theory/practice gap and promote self-awareness during this phase (education programmes for midwives). This approach reflects teamwork and anyone who attempts it alone...

b. Normative/re-educative strategies Goal is to expose targets (usually individuals, groups/organizations) to new values and norms and the need to adopt these new values and norms. Persuade people to internalize new values, norms, etc.. May be based on rational (such as scientific evidence) or emotional appeals (such as charismatic leaders). Examples: anti-smoking campaigns
CHANGE MANAGEMENT STRATEGIES There are different strategies and procedures that are used to categorize the change environment. The relevance of different change strategies is that they build upon different assumptions about human motivation and hence willingness to engage in change at a particular point in time. These strategies are not intended to be mutually exclusive. Rather they may each be appropriate at a different stage of a particular change process. Once the environment is identified, an effective implementation plan can be composed. Five differing views are presented below.

Normative-re-educative strategy This approach believes that changing the norms, attitudes and values of individuals will lead to changes in their behaviours. It is based upon core beliefs, values and attitudes. So change will occur as individuals change their attitudes and this leads them to want to behave differently. People are social beings and will adhere to cultural norms and values. Change is based on redefining and reinterpreting existing norms and values, and developing commitments to new ones.

Normative-Reeducative Strategy

The essence of a Organizational Self-Renewal according to Robert Chin is having a NormativeReeducative Strategy. This is defined as a strategy that believes the norms of the organization's interaction-influence system (attitudes, beliefs, and values--in other words, culture) can be deliberately shifted to more productive norms by collaborative action of the people

Organizational Development (OD)

This normative-reeeducative stategy is implemented through organizational dvelopment that involves at least 10 concepts. In groups define these and give examples:

The goal of OD. System renewal. A systems approach. A focus on people. An educational strategy.

Learning through experience. Dealing with real problems. A planned strategy. Change agent. Involvement of top-level administration

Organizational Health has the following Indicators:

a goal focus good communication systems use collaboration, not coercion utilizes the strengths of its personnel and help people grow and develop a cohesive and loyal staff high morale exhibits innovativeness is autonomous and growing adapts quickly to outside environment has effective problem-solving strategies