Developmental change improves a current skill, technique, performance standard, or circumstance that no longer meets the requirements of the business (or will no longer meet them in the future).

Instead of fixing something, transitional change replaces it with something fresh and distinctive.

The most complicated kind, transformational change, permanently alters culture, behavior, and thinking.

After read the below pages write journal that Consider the following three forms of change (Developmental Change, Transitional Change, Transformational Change): How may each be related to the changes brought about by innovation management?

Organizational change may be classified into many forms (Anderson & Anderson, 2001, pp. 34-39):

Effective working relationships among change leaders and executives are crucial for a successful and expedient change effort. It is essential to establish clear roles and responsibilities for all key roles, especially those from lower levels. This ensures that everyone has the authority they need to succeed in their new roles.

The relationship between the executive team and the change leadership team must be clear to ensure the business continues to operate effectively during the transformation and better serves its customers' needs. Negotiating clear decision authority and responsibilities between these teams is essential for the overall good of the organization. Organization development consultants can assist in this work, which should begin when the change leadership team is established and be revisited periodically throughout the transformation.

Task I.A.4 involves identifying the project community, which includes all stakeholders involved in the change effort and those impacted by it. This identification helps shape the change strategy and process plan, as well as identify the critical mass of support required for the transformation to succeed. Some change management approaches refer to this exercise as building a "stakeholder map," which conveys the intention of the project community to share a common vision of the change and work together for the collective good of the organization.

When mapping your project community, specify the roles of each member, such as sponsor, executive team, and change leadership team. This will enable you to leverage these relationships strategically throughout the change process. Identify any relationships that need improvement, as they will be crucial for supporting the overall transformation. Use this information as input for Task I.A.3, Create Optional Working Relationships.

Working with your project community can be done in person, by memo, or electronically. The primary intention is to create conditions for active support of the transformation. This can be achieved by allowing the community to operate organically, working with parts as needed. Strategies for this group may include publishing key players' roles, keeping them informed of the change effort status, interviewing them for input, assigning them key roles in major change activities, establishing shared expectations for their contributions, working with them to create a critical mass of support for the vision and desired state, and positioning them as change advocates, models of the new mindset, and information generators.

Exhibit 1.2 provides a worksheet to help identify your project community.

Identify the members of your project community for your project. Name the key players from the following groups: Change Leadership:

• Sponsor
• Change process leader
• Executive team
• Change leadership team
• Change project team
• Change consultants (internal and external) Stakeholder Groups or Individuals:
• Board of Directors
• Executives
• Upper management
• Midmanagement
• Employees
• Stockholders
• Unions Customers:
• Internal
• External Suppliers:

Areas of the Organization (Functions/Processes): Locations Within the Organization:

Other Important Change or Improvement Initiatives: Related Change Process Leaders or Project Managers: Others:

To create a successful transformation effort, it is crucial to understand the need for change and its benefits, both personally and organizationally. This activity involves answering the basic questions of "why transform," "what needs to transform," and "what outcomes do we want from this transformation?" Often, people have different views on why change is necessary, what is driving it, and how big it is. Without a clear case for change, employees may lack relevance, causing resistance, confusion, and insecurity. The case for change should include the reasons for the transformation, the organization's needs to transform, leverage points for changing systems dynamics, initial impacts on the organization and its people, type of change, scope, targets, urgency for the change, and initial desired outcomes.

While this work is part of leader preparation for the transformation, many other people may be involved in shaping the case for change and its outcomes. The marketplace, as the primary driver of the transformation, can play a significant role in shaping the case for change and its outcomes. By understanding the importance of a clear case for change, leaders can ensure that their efforts align with the organization's needs and goals.