Friday, 16 December 2011 02:30

Mass Exposure Featured

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Mass Exposure

Organization change is a planned procedure of increasing the capacity of a given organization or institution or even at institution’s and school policies in order to   improve the general effectiveness of a given organization. The effort to change involves also changing how people think because with the shift of people’s attitudes then it results to changes in the organization too.

Leaders are the main individual responsible for the smooth running and growth in a firm or even in a learning institution. Change is inevitable to business organization and to achieve the desired goal leaders have to have creative ideas and to be innovative. (Kotter, 1996, pp 234). Change however comes with a lot of resistance especially from the employees because it comes with individual losing their existing identities in the organization. Change among employees is associated with the feeling of uncertainty, fear and anxiety and this makes employees to use strategies such as denial fantasy, rationalization, symbolization, and idealization as ways of resting change.

In order to achieve the desired goals, the employees with therefore be called upon to change their beliefs and attitudes. Organizational effectiveness according to Shapiro involves four main elements which are learning from experience, ability to solve problems, goal achievement and taking advantage of the changes which happen in the external environment.

School staff members also experience the same challenge as far as accommodating new changes is concerned. Leaders in the school are the ones having the vision and are able to face the current reality. Telling the truth of the current position the school is at and the vision of the school in future shows a gap which generates a natural tension. Generally the leadership style in a school as an organization for learning influences the general vision of the school.

These forms of leadership are laissez-faiar, transactional and transformational form of leadership (Zimmerman, 2006, pp 238-49). In both a learning institution and a business firm changes are meant to become successful in creating competitive advantage and public value from the very constrains which faces it based on technological, social, economic and political factors. These changes can only be achieved teachers and employees are able to see the value of the efforts of changes which will require them to be more efficient, productive and to serve the needs of students and customers in a much better way (Tushman & O'Reilly, 2002, pp 130).

Andrea Shapiro provides the “Creating contagious commitment” framework which   shows an integration of the tipping point’s model dynamics to the theory of organizational change. These ideas of organizational change framework and the tipping point model are useful in advancing the efforts towards fulfilling the initiative changes within an organization. To Shapiro the two main categories which the seven levers are categorized are environment support and people support.

The people support levers are those who affect the general movement of people from one team to another team. They act as a form of contact between the apathetic and the advocates. At the net of change, the method of mass exposure is applied through the use of splashy website, poster and mass emails which make the members of a school or institutions to be aware of change. The method of hiring advocates who have   the experience, expertise and are enthusiastic to change is another lever method.
In order to achieve the desired goals, resisters of change should be removed. On the second category of levers is the environmental support which has an impact on the context which the change effort occurs. Under this category, schools and organization can take the advantage of Walk the Talk lever which leaders have to be serious in achieving and driving those under them to achieve the desired goal. Recognitions and rewards is a second category under the levers of environmental support.
This strategy involves the use of   informal and formal recognition and monetary incentives to those who are in support of the changes to come. Lastly, there is the lever of infrastructure which calls for the need resources as an effort to achieve the desired changes. These resources include coming up with new processes, manual, software and new hardware. Budgeting is crucial step in the provision of the resources aimed at (Shapiro 2010, pp 23-89).

The contact between the apathetic and the advocates is necessary and without it people will not accept change in a fast pace. Personal contact as a way of exposing potential problems which may come along the process and also act as a way of building trust. The experience of the advocates is important in providing the essential information on what has to be done and in solving the challenges. Culture of organization vary from one to another and this will determine how members com into contact with these changes. Infrastructure and Walk the talk are critical in acting as an   example for those below to emulate. The Goldilocks test is essential in finding the   right mass exposure, contacts and Recognition and Reward. The test provided the limitations which are determined by resource and budget constraints (Shapiro 2010, pp 23-89).

The population Mix reinforces and the Environmental- support levers are the main aspects which reinforce itself and one another respectively. The population mix is the ratio of factors of environmental support and   the advocates to Apathetic. This   forms the concept of what goes around, comes around. Among the seven levers of change not all of them are equal to one another because some have shortcomings. For example the Hire of advocates has the limitation of worsening the problem and it’s a short term fix to the whole process of change. Therefore combination matter is needed in the use of the various levers to eliminate and compensate for the shortcoming of one of the leverage (Shapiro 2010, pp 23-89).


Zimmerman, J.   (2006)   Why some teachers resist change and what principals can do about it NASSP Bulletin 90 (3) 238-49

Shapiro A (2010) Creating Contagious Commitment: Applying the Tipping Point to Organizational Change, 2nd Edition, publisher Andrea Shapiro, pp 23-89

Tushman & O'Reilly (2002) winning through innovation: a practical guide to leading organizational change and renewal, Publisher Harvard Business Press, pp 130

Kotter J (1996) Leading Change Harvard Business School Press, pp 108

Last modified on Friday, 16 December 2011 02:40