ORGANIZATIONAL CHANGE AND INNOVATION

Abstract

This chapter examines how nonprofits change and innovate. Nonprofits are frequently faced with new ways to accomplish their missions and serve their constituencies. Organizational life cycles have been associated with change. Organizational conflict may lead to organizational change driven by opposition and disputes. Changes in external constituencies may also result in nonprofit change. Nonprofits are closely tied to external constituencies, and any changes in these groups may generate pressures for change. In the organizational change literature, four general internal triggers to change are typically identified: the organization's technology, primary task, personnel, and administrative structures. Strategy and structure change involves the elements that provide administration, supervision, and management. This includes changes in structural arrangements and strategic plans as well as in features such as policies, coordination techniques, control systems, and accounting and budgeting. Kurt Lewin developed an early model of change in organizations. The model relies on a process of unfreezing, change, and refreezing.