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only relevant in small scaled and less complex organizations. When changes involve large-scale and complex organizations, they argued that some other factors more serious than political dynamics come into play; large-scale changes poses additional issues to successful transition or changes because organizations become more difficult to change as they increase in complexity.

Finally, they stated that regardless of the complexity of an organization, factors that determine the success or otherwise of change initiatives includes having a clear and strong vision, generating enough energy to initiate and execute the change, effectively linking change to core strategic issues in the organization and identifying themes to communicate and conceptualize changes. The intrinsic idea in Nadler and Tuchman’s propositions is that where the factors itemized for successful change process are effectively put in place, organizational transformation efforts will still succeed even in the face of internal politics or political dynamics.

结论---Conclusion

In conclusion, while I agree that in a bid to resist change and to impede organizational restructuring or transformation, people sometimes put up political behaviours that could degenerate into internal politics and warring fractions which will ultimately serve as a barrier to the change process, this form of resistance to change is by no means a serious or pronounced reason for unsuccessful organizational transformation or change. With reference to Beer et al, (1990) and Kotter (1995), there are more fundamental reasons why change or organizational transformation do not succeed and employees sabotage organizational change efforts due to very different and sometimes more fundamental issues than the one put forward in the statement.

Apart from the reasons highlighted in Armenikas and Bedeian’s review, other prominent reasons researchers put forth for the failure of corporate change efforts are lack of vision, under-communicating the vision and/or non-removal of barriers to (Beer et al (1990); Kotter, (1995). Peter Drucker, (Kotter and Schlesinger, 1979) also argued that a major obstacle to successful organizational change is people’s inability to change their attitudes and behaviours.

Therefore, to a large extent, I disagree with the argument in the statement. In as much as I agree that internal politicking could hinder successful organizational change, I believe that there are so many other reasons, much more fundamental and more important than ‘internal politics’ and ‘warring factions’ that accounts for unsuccessful organizational change or transformation.

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