Similarities of the two articles
- The two articles are similar in that they address one common issue that is the management problems.
- The two articles have four stages in their approaches to attain organizational cultural change.
- The analysis used in the articles is similar as t-test independent variables are calculated for both articles.
Differences between the two articles
WSJ differs with Gibson in he says it easy to change organization policies and describes it as requiring a stroke of the pen but changing an organization culture is a tough task. As it cost persuasion, cunningness and nagging to win the hearts of workers. Gibson takes organizational change as a necessity for the survival of the organization due to the various confronting issues. It is of importance that the clear difference in definition of the organizational cultural change by the two articles define about the time frame of decisions that managers want to take as for Gibson the approach to change is long term while for WJS Co it is short term and hard to achieve due to the time frame.
Gibson defines, organizational culture as inclusive of the values, beliefs, attitudes, and underlying assumptions shared by individuals in an entity and corporate culture as the underlying rules that provide guidance in the systems interaction. However, WSJ Co. defines organizational culture as inclusive of the general workforce of the company including their strength and weaknesses. This difference is important in that they determine the various methods used by the articles to approach and evaluate the organizational cultural change. For instance Gibson relies on the general working of employees as a family for future success while WSJ Co relies on the capability of individual employees to impact change. This implies that there are different ways of defining an organization and hence similar different ways of appropriating changes to the organization.
The article by Gibson aims more on the success cause analysis (SCA) which gives attention to what works and why thus targeted issues are resolved first and more comprehensively. Success driving issues analysis is in consideration for analysis. While the other by WSJ Co aims on problem cause analysis. It is ease to focus on the means of achieving success in the future than identifying and addressing a problem. This difference helps in understanding the various approaches used in the two articles as it is ease to work while aspiring for success in future than sitting on a problem for a long time. This implies that change can easily achieved if defined as a management problem than defining it as for success.
Gibson’s article bibliography
WSJ.co Article bibliography
It applies experimental research method and undergoes the following stages in addressing the problem.
Phase one: 6-7 persons are selected. The team performs experimental aspects of the process. The problem is reframed and presentation done as an opportunity.
Phase two: It involves drawing of a diagram indicating the place for key actions. Research is carried at the place in organization where the problem does not occur. Positive deviants are identified and explored deeply. The best practice is also determined. The collected data analysis carried and presented as finding and opportunities for the future.
Phase three: Positive innovations development is done in the technical and organizational systems. Prior recommendations are also placed into place.
In phase four: After full agreement to implement change, the steps taken are resourced and initiated. Follow up is the made and adjustment to drive more is considered.
Work cited
Donald, Gibson. Managing Organizational Culture Change. Washington, D.C: CQ Press, 2010. Print.WSJ.co .How to Change Your Organization's Culture.- Management: Cambridge University, 2006. Print.
