When thinking about organisational change it is important to
consider the type of change that is being proposed. A system is able to change
in two ways:
parameters change in a continuous manner but the structure of the system does
not alter; this is known as "first-order change.
system changes qualitatively and in a discontinuous manner; this is known as
First order change deals with the existing structure, doing
more or less of something, and involving a restoration of balance. It is characterized
by being incremental, a linear progression to do more or less, better, faster,
or with greater accuracy. “It
consists of those minor improvements and adjustments that do not change the system’s
core, and that occur as the system naturally grows and develops”
It can be described as:
- Making moderate adjustments
Practice, reinforcement, and time will be the most likely
approaches for facilitating sound developmental change of this kind that may
involve changes to organisational structure and/or management practice. Other examples
- creating new reports
- creating new ways to collect the same
- and refining existing processes and
procedures (Watzlawick, Weakland, and Fisch, 1974).
Second order change is creating a new way of seeing things
completely. It requires new learning and involves a nonlinear progression, a
transformation from one state to another. The aim would be to enable the
individual to behave, think, or feel differently. It can be described as:
Within the second-order change approach, applicable practice
tools might be modeling, confrontation, conflict work, refraining and, most
important, the introduction of decisively different personal experience over
time and mat involve mission & strategy, leadership and/or organisational
THE CHARACTERISTICS OF FIRST- AND SECOND-ORDER CHANGE IN ORGANIZATIONS
Change in one or a few dimensions, components, or aspects.
Change in one or a few levels (individual and group level).
Change in one or two behavioral aspects (attitudes, values).
Change in content.
Continuity, improvements, and development in the same direction.
Logical and rational change.
Change that does not alter the world view,
Change within the old state of being (thinking and acting).
Multidimensional, multicomponent change and aspects.
Multilevel change (individuals, groups, and the whole organization).
Changes in all the behavioral aspects (attitudes, norms, values,
perceptions, beliefs, world view, and behaviors).
Change in context.
Discontinuity, taking a new direction.
Seemingly irrational change based on different logic.
Change that results in a new world view, new paradigm.
Change that results in a new state being (thinking and acting).
Levy, A. (1986) Second-order planned change: Definition and conceptualization, Organisational Dynamics
, Vol, 15, Issue 1, pp. 5, 19-17, 23
Watzlawick, P., Weakland, J.H., Fisch,
R. (1974) Change: Principles of Problem
Formation and Problem Resolution. New York, Norton.