Conventional models of organizational change to present an unrealistic image changes as random phenomenon in which corporate leaders of the design and implementation of complex change programs on an ad hoc basis in response to specific, isolated environmental shocks. This type of change has occurred, but most corporate environments are characterized by changes that are open, flexible, and less closely linked to specific shocks. In fact, the continuous change in the cycle of four phases, each with its own dynamics and a certain type of champion. "Evangelists" promote the value of innovation and creativity, affecting around them so that new ideas spread and take root. "Autocracy" to choose which ideas in practice, using their powers to change their behavior. "Architects" Development and implementation of systems that include changes in the organizational infrastructure. Finally, the "teachers" create experiences that enhance staff knowledge and a sense of mastery, which leads to the generation of new ideas that enhance and potentially transform the direction of the organization, thereby keeping the cycle going on. Understanding these four phases can help managers to transform their company in the organization, the experience of change, not as explosive, alarming events, but also as part of the daily routine. "Hide
by Thomas B. Lawrence, Bruno Dyck, Sally Maitlis, Michael K. Mauws Source: MIT Sloan Management Review 10 pages. Publication Date: July 13, 2006. Prod. #: SMR214-PDF-ENG
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