Change ManagementThe purpose of this document is to discuss organizational change and the management of that change. I will talk about the different factors that drive change, the factors a leader must evaluate to implement change effectively, the various resistances a leader may encounter while trying to implement change, and how various leadership styles will influence the realization of the change. change. I will also discuss the knowledge I have gained through completing this assignment and how I think it might influence how I manage change in the workplace. The factors that determine change are of two categories, internal and external. In the simulation, “Organizational Structure,” the pretext was that the stagnant systems integration market led the CEO to train engineers in networking techniques. This training, when used, resulted in a 20% increase in the company's total revenue. This is an example of an external force for change. The company was reeling behind the disconcerting systems integration market, so change was imperative if it was to maintain profitability. Another example of an external force for change demonstrated by the simulation was when a key technology consultant severed ties with the company. This forced change in how the company was proceeding led to the initial change. In other words it changed the way the company was changing. What needed to happen was this; it was necessary to replace consultants, develop alternative solutions, make up for lost time and coordinate projects. As a key advisor retired, many changes needed to be implemented, but for the initial change plan to be successful, leadership needed to adapt to adversity. An internal driver of change is ... middle of paper ... .... MacLean, D. (1999) "Conditional emergence: a dissipative structures approach to transformation." StrategicManagement Journal, 20(4), 297-316. Macintosh, R. and MacLean, D. (2001) 'Conditional Emergence: Research on Change and Research on Change'. International Journal of Operations and Production Management, 21(10), 1343-1357. Quinn, J.B. (1980) Strategies for Change: Logical Incrementalism, lrwin, Homewood, IL. Stacey, R.D. (2003) Strategic management and organizational dynamics: the challenge of complexity, FT/Prentice-Hall,Harlow.Stickland, F. (1998) The dynamics of change: insights into organizational transition from the natural world, Routledge,London.Weymes , E. (2003, May). It is relationships, not leadership, that sustain successful organizations. Journal of Change Management, 3. Retrieved November 9, 2005, from EBSCOHOST