If you are a manager or owner of a business organizational change is one of the most challenging aspects of your job. Whenever there is a change in your business model or a change in policy, you must have a plan of attack before you implement the change to your employees. There are several theories that deal with organizational change and one is Art Kleiner’s core group theory. In this theory Kleiner suggests that you keep your core group, usually a group of managers that are essential to your company, happy and satisfied with their jobs. If these managers are happy and satisfied, the change within the company will be easier to accomplish.
Kleiner believes that core groups are not inherently dysfunctional war bad. Instead he argues that a business is similar to humanity and that by following human driven, selfish goals and the pursuit of happiness for the core, the company as a whole will be flexible to change and be more productive. He backs a statement of by saying that organizations are natural amplifiers of human capability. According adds to the theory by stating that the core group is the source of direction, energy, and drive for the organization. With a happy core group, the followers of the of the core group will be driven to follow the direction of the group and hopes that the group’s success will equal their own
If you look on any organizational chart you will not find a core group listed. Core groups are in the minds and hearts of the owner or the manager and they are usually kept secret from the rest of the company. The workers of the company will twist and manipulate their actions to give core group what they think the core group needs and wants. It is contended that the core group holds extensive knowledge that is a benefit for the company and the workers of that company sees that knowledge as significant for their jobs.
For example, the core group acts as a mechanism for change. Even a remark that is said offhand can be taken as a literal change of organizational strategies when overheard by a worker. When it comes to statistics, the workers will align the numbers from the company, if positive, as what the core group needs. If it is in a negative perception, they will align the numbers to a positive direction of what the core group wants. In this relationship both the core group and the non-core employees want to maintain a status quo relationship without conflict or negations.
Reference: Kleiner, A. (2003) The Core Group Theory of Power, Privilege, and Success: Who Really Matters. Retrieved on Oct 13, 2010 from googlebooks.com