Developing a Decision-Making Framework for Organizational Change Management: A Phenomenological Study

Abstract

Abstract: The objective of this study was to develop a decision-making framework for organizational change management. This qualitative phenomenological study involved 21 semi-structured interviews with managers and senior professionals who had experience in organizational change management. The data were analyzed using open, axial, and selective coding processes. NVivo software was used for data organization and analysis, with theoretical saturation reached after the 21st interview. The key themes and patterns identified through the coding process formed the basis of the decision-making framework. The findings revealed that leadership, particularly transformational and collaborative leadership styles, played a critical role in driving successful change. Effective communication, characterized by transparency and consistency, was essential for reducing resistance and ensuring stakeholder engagement. Resistance to change was commonly due to fear of job loss, lack of clarity, and uncertainty. A supportive and adaptive organizational culture that promotes flexibility and continuous learning was found to facilitate change. Additionally, the strategic alignment between change initiatives and organizational goals enhanced the success of transitions. These core elements were integrated into a comprehensive decision-making framework for managing organizational change. The study highlights the importance of leadership, communication, resistance management, organizational culture, and strategic alignment in organizational change management. The decision-making framework developed from this study offers practical guidance for managers navigating complex transitions. By fostering a supportive culture, clear communication, and aligning change initiatives with strategic goals, organizations can enhance their ability to implement successful change.