Intervention refers to a configuration of program components which aims at enhancing the living standards of people. Interventions comprise of learning programs, organizational strategies, environmental conservation policies or even medical campaigns. In companies, changes occur based on areas that are being focused on by the management. There are various similarities and differences between provisional and transformational variation involvements.
Transitional involvement involves a change in a particular process that is intended to bring efficiency in an organization. According to McKnight (2013), this change entails the mechanization of an industrial process which was initially done manually. The new process aims at enhancing effectiveness in small scale or a large scale firms. On the other hand, transformational change intervention offers a perfect substitute for traditional methodologies that are used in organizational development (OD) activities (Eaves " Walton, 2013). Approaches that are used are often opposite to changes that occur in enterprises. Thus, the difference is that transitional change aims at swapping current methodologies with the new processes while transformational change targets at redesigning the existing business policy of a firm.
The other difference regards the future of transformation change intervention. It is believed that this form of intervention might be associated with problems that might affect the future operations of an enterprise. However, its consequences can only be determined using visions or trials during the assembling of data. Numerous errors are recorded during the trial process. For instance, employees conduct tasks without necessarily knowing the future results (Eaves " Walton, 2013). Contrarily, the transitional intervention is somewhat convincing since most workers accomplish duties which they can identify their impacts. According to Eaves and Walton (2013), employees can evaluate the advantages and disadvantages that might occur in the future when this approach is used in management. Besides, cases of trial and error are minimal when the transitional approach is used in enterprises.
While looking at the similarities between transitional and transformational change interventions, it is realized that both approaches aim at achieving the set goals of a firm. They intend to use fresh items which can bring prosperity to an organization. The changes have massive ideas which are incorporated during the accomplishment of duties (McKnight, 2013). Moreover, there must be skilled personnel who come up with philosophies of performing tasks in an organization. Application of skilled labor increases the productivity of an organization when both the transitional and transformational change interventions are used.
Similarly, both transitional and transformational change interventions are designed around three primary factors in managerial change control. The first factor regards the type of firm and activities that are accomplished in those organizations. Each approach has a specialized kind of an undertaking that employees partake (Eaves " Walton, 2013). The second factor that both changes witness is the methodologies that are applied during the levering process. Each approach has management tactics which are used on their workers (McKnight, 2013). Third, both styles of change have particular roles that must be undertaken to achieve specific goals. The roles are assigned to individuals who have expertise in their areas of specialization.
Moreover, both innervations involve highlighting the possible benefits which will accrue to both workers, clients, and the community. Even though workers may not comprehend all the results of the transition change, they, however, expect results that will be fruitful for an organization. Managers usually use the concepts of workers during the shift. Also, employees are regularly informed concerning the progress of change in an organization. Hence, it is crucial to make deliberate steps before initiating any intervention change in an organization.
References
Eaves, S., " Walton, J. (2013). Advancing polyphonic, multi-layered and authentic narrative inquiry: Actor sensemaking during transformational change. Electronic Journal of Business Research Methods, 11(2).
McKnight, L. L. (2013). Transformational leadership in the context of punctuated change. Journal of Leadership, Accountability and Ethics, 10(2), 103-112.
