Abstract
PurposeThis article presents a new concept of organizational learning and subsequent organizational change, called CHANGE.Design/methodology/approachThis concept was developed as a result of workshops executed for Los Angeles based business leaders; employees in for‐profit as well as non‐profit organizations, and three in‐depth interviews with business leaders. The presented concept reviews and elaborates on six steps toward change, resulting from a practice of continuous surveying and consequential questioning of existing rules and processes. The article also presents a simple figure to explain this process.FindingsEach letter of the word CHANGE represents a step in a continuously applicable process. These steps are: checking; harvesting; advising; navigating; granting; and executing.Originality/valueOne thing that became very clear throughout the workshops and the interviews used for data collection toward this paper is, that CHANGE will work in for‐profit, non‐profit, small, medium sized, and large corporations if implemented with the right constituents and on a continuous basis.
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