Research Paper on:
Change and Leadership

Unformatted Sample Text from the Research Paper:
thrust of the system appears to be a physical systems One of the biggest problems to the changing organisation is that of  resistance to change by those whom the change will effect. Peter Senge is also an advocate of this philosophy but he takes this idea a stage further that commentators such  as Lewin with development models of change that required an unfreezing and a refreezing each side of the change (Lewin, 1951). Senge argues  that we have been conditioned into resisting change by institutions such as schools (Senge). For change to occur organisations need to become learning organisations and overcome the many barriers to  change. This is due to organisational culture which persists. The world can be viewed in our minds as a mechanical place where change is driven by the leaders as opposed  to an organic world where things can evolve and change naturally (Senge). Indeed, Senge has even argued that business leaders should equate themselves with gardeners (Senge, 1999).  Senge outlines ten challenges to change, these are all dynamic, non-linear and interdependent (Senge). A long way from the commonly perceived mechanical world. These forces are  made up of push and pull factors which are a natural process and the normal reaction is to try to balance these forces. The ten challenges he see which businesses  face are * There is not enough time to undertake the task required. It is commonly perceived that this is a suitable excuse, partly due to the way in which  current workplaces are organised so that time is not used effectively. * Lack of help, this is seen by many as a stumbling block as many managers may be