Summary Chapter 1 Core text | Bài tiểu luận học phần Managing Organizational Change | Trường Đại học Quốc tế, Đại học Quốc gia Thành phố Hồ Chí Minh

Vietnam National University HCMC International University School of Business
Managing Organizational Change
Lecturer: PhD. Mai Ngoc Khuong
Summary Chapter 1 Core text Group 1:
1. Từ Mỹ Duyên – BABAWE17493
2. Trần Lê Thuỳ Duyên – BABAWE18498
3. Nguyễn Nữ Hoài Thư – BABAWE18621
4. Trần Thị Ánh Tuyết – BABAWE18679
5. Nguyễn Hoàng Mai Vy – BABAWE18135
There are 4 main points in this chapter: Firstly, this chapter will explain why change, creativity and
innovation are essential for survival and growth. Secondly, it provides a working definition of change,
creativity, and innovation so that we can differentiate between these three terms. Thirdly, understanding
how processes of these three terms overlap and interconnect. Lastly, join us on our search for furthering
knowledge and understanding of the changing landscape of business.
In Interweaving processes of organizational change, creativities and innovation, change is said to be
ubiquitous and permeates all aspects of our lives. We experience change in the workplace, homes, in the
way we manage social relationships and in how we engage with people in society. Innovation and
technology are often linked with the fast pace of change and the unpredictability of change processes does
little to stem an ever-expanding body of literature (see Boje et al., 2012) that often seeks to find the best
ways to effect successful organizational change (see Cummings and Worley, 2013;
The stimulus for change may come from a variety of sources and take the form of proactive strategies or
reactive responses to internal problems or external business market pressures. This movement may be
planned or emerge over time. However, even when a new desired state is planned, unforeseen and
unexpected, things happen that often result in outcomes not aligning with predefined objectives.
Change management refers to the active process of introducing a change that moves an organization over
time from established ways of doing things to new, desired ways of operating. A key aim of change
management is to manage processes in a way that ensures the likelihood of a preferred future being attained.
Planning and structuring change, establishing projects and engaging people, communicating intentions and
trying to avoid technical or human contingencies are all part of a process that sets out to ensure smooth
transitions in the successful implementation of change.
Numerous definitions have been proposed for creativity and the creative process. For Belussi (2012),
creativity is the first step in the generation of ideas that is part of a longer journey towards innovation.
Creativity is seen to combine cognitive and unconscious elements as well as being associated with thinking
'outside of the box' (De Bono, 2000) and lateral thinking. In the context of organizations, Woodman and
colleagues (1993: 293) define organizational creativity as: 'the creation of a valuable, useful new product,
service, idea, procedure, or process by individuals working together in a complex social system',
emphasizing social and group creative processes whilst Styhre and Sundgren add that it is important to see
organizational creativity not just as novel acts but as producing value for the organization (2005: 31). These
processes of creative thinking may enable individuals or groups to find novel solutions to unexpected
problems or it may engage a wide network of people in discussions that stimulate new ideas and thinking
about how to tackle long standing issues or concerns.
Creativity and innovation are seen as critically important in many applied domains of endeavor, such as
business, science, engineering, and the arts. However, creativity is difficult to define, and creative products
are not universally judged as such by all experts. It is because creativity is different for different people - it
varies from one domain to another, from one society to another, and from one historical period to another.
In short, creativity is something we desperately need, but we do not know how to get it, and we are not really sure what it is.
Simplest creativity is defined as the generation and development of new ideas, then without this ability to
respond to dynamic market pressures, or to imagine alternative ways of doing things, organizations are
likely to lose their competitive position and become staid and unresponsive to the shifting demands of their
customers (Rickards and Moger, 2006; Rickards, 1999). Increasingly, managers are realizing that processes
of creativity should not be left unmanaged, but that these processes require the creation and maintenance
of environments that stimulate and encourage new ideas to flourish (De Brabandere, 2005).
Managing change in the uptake and use of new ways of doing things, generating and selecting ideas,
translating ideas into innovations and moving the organization forward to meet the shifting demands of
dynamic business environments, is a complex business. These processes of change, creativity and
innovation overlap and interlock, and, as such, decision-making that focuses on only one element limits the
potential for change in the uptake of new products and services since ideas are only the raw material for innovation and change.
Regarding the importance of change, creativity and innovation in the world of flux and transition,
organizations can reposition and become rule-makers and rule-breakers through management of change,
creativity and innovation, as this is a critical process for ensuring the continuity of business activities.
However, change needs to be well-managed by business, which means business must make the right change,
choose the right ideas and implement innovations that will make a difference to them.
The rationale of the book focuses on a process-oriented and holistic approach to give the best
understanding and knowledge of change, creativity, and innovation. The authors take formal education
management students and business management enthusiasts as their intended audience. They also use case
study material, interviews, reflective questions and hands-on exercises to encourage reader engagement.
Overall, the purpose of this book is to advance theoretical understanding and provide insight into
organizational activities related to these ongoing dynamics. Regarding the structure of the book, the main
body was divided into three sections, which is: Part 1 - deliver some background and contextual foundation
in providing a conceptual overview of change, creativity, and innovation; Part 2 - examine change and
innovation, discuss philosophical assumptions, theoretical perspectives, frameworks, models, case
examples, and practical guidelines to provide a range of competing claims and positions; Part 3 examine
creativity and innovation, especially in industries, as well as evaluate the individual, the knowledge process
and motivational factors that contribute to critical thinking and creativity. There is a short summary chapter
as a conclusion of the book that outlines some key elements that need to be addressed in developing insight
and understanding of processes of change, creativity and innovation.
In Conclusion, by examining the movements as organizations adapt, reorganize, and adjust to position
themselves in an ever-changing business world, commentators have been able to provide common patterns
and general issues, as well as unique contextual elements that cannot be prescribed. In addition, the authors
encourage readers to critically discuss and evaluate all of these definitions and positions, and to make their
own judgments about the nature of change, creativity, and innovation.
In Reflection, it is said that all development requires a process of change, combined with creativity and
innovation. Human society has been moving towards Industry 4.0, which is the age of high technology, this
process is happening faster than ever in every aspect of our world. Therefore, as the famous saying "Change
or Die", this process helps us not only to survive, but also to continue to grow. However, not all changes
lead to success and "survival". We need to think through issues of people, resources and assets carefully to make the right change.