On the other hand, social change cannot always wait for consensus. There should be a process for seeking input and opinions before changes are made, and then addressing concerns as best as possible before, during and after the changes occur. The use of teams is an important element of organizational change, and the camaraderie and support of the work group is an important element not only in making the change but also in job retention and performance. This emphasis on staff relationships is in line with many authors' emphases on the importance of relationships for a successful change effort, as well as the use of teams and teamwork. Economic pressure is a key catalyst for organizational change.
Economic factors are often key catalysts for programmatic change.
The pressure provided by funding agencies and the potential loss of contract dollars were major catalysts in the decision to transform the organizations to community employment. Nevertheless, this external pressure is not by itself enough for a successful change process, and it must be combined with eventual internal recognition of the need to change. To truly change the focus of an organization to community employment requires an action orientation, with substantial restructuring, and changes in procedures, staff responsibilities, reward systems, and the physical environment. For organizational change to be effective, the organization must do things in radically different ways, with staff in new roles and relationships and with new ways of doing business. This publication is funded by the National Institute on Disability and Rehabilitation Research of the US Department of Education under grant number H133B30067.