Element  4 of the Drivers of Change model:  The Internal Environment



Element 4: Internal Environment: The internal environment in the Westbrook Model includes employee demographics and culture, facilities, the employee knowledge base, etc. It represents the resources that an organization has at its disposal to develop initiatives and solve problems. In the Westbrook Stevens Drivers of Change Model, it is represented by the area within the house-like structure. One can easily draw boundaries around the set of internal environmental issues that affect the way people feel about their organization as follows: 

  1. Organizational Descriptions 
  • Size of organization 
  • Policies of the organization
  • Worker demographics
  • Age of organization 
  1. Technology requirement issues 
  • Age of organization
  1. People within the organization 
  • Permanent employees
  • Part-time employees
  • Consultants and professionals acting on behalf of the company
  1. Internal cultural issues (Click to Read More About Organizational Culture)
  • Language
  • Patterns of behavior
  • Basic underlying assumptions
  • Values and ethics
  • Symbols and artifacts
  1. Focus on quality, productivity, customer service and other company issues and policies 
  2. How change is embraced 
  3. How employee satisfaction is viewed 
  4. Celebrations of success ·
  5. Support for training and education 
  6. High standards and expectations
  7. Support for employee participation and empowerment 
  8. Management and relationship philosophies 
  9. Facilities and Equipment 
  • Machines and equipment
  • Maintenance programs
  • Climate control
  • Lighting
  1. Employee Core Knowledge
  2. Communication and Information Technology
  • Communication Networks at Every Level 
  • Information Management Systems and Technology
  • Records Management Systems 
  • Computer Systems
  • Electronic Commerce Systems
  • Email
  • Internet/Intranet

Effect's on Internal Environment.

The External Environment Can Effect the Internal Environment!

The Burns and Stalker research verifies that external environmental issues can affect internal company environmental conditions. From this perspective, each of three types of environments is addressed below: 

  1. The “Stable Environment” results in the internal company environment being more structured and with less control given to individuals.

  2. A “Changing Environment” results in internal company environmental issues such as:

  • Jobs not rigidly defined but more general, flexible.

  • Communication outside the chain of command is tolerated.

  • There is more of an emphasis on response to customer need.

  1. An “Innovative Environment” results in: 

  • Communications being more intense to allow quick response to changes in the environment 

  • Fewer rules.

Burns, Tom and G.M. Stalker. The Management of Innovation.  London: Tavistock, 1961.

Good Example of Internal Environments


Go to the link www.fishphilosophy.com 


The ChartHouse Learning Corporation uses a retail fish packing house in Seattle Washington to explain how a good working culture will help your people have a better life at work.  AND how your customers will benefit from the whole process.  The major points are:

  1. Play...Make the whole process of working fun by having fun and helping others to have fun.

  2. Choose Your Attitude...You are in control of your attitude, so choose a good one.

  3. Make Their Day...You have the power to make someone's day a great one.  When people meets or interacts with you make them feel like those moments will be part of the highlights of their day.

  4. Be There... Be there by paying attention not day dreaming.  Be there by being alert not waiting for some other part of your life to get started.  Be there by listening and playing a positive role in the relationship you are building every time you meet or interact with someone.