Analyzing the gap between change design and its application centered on the attitudinal system of change designers (research in public sector)

In today’s fast-paced world, change is an inevitable issue. Organizations are surrounded by permanent environmental dynamics which will not allow them to survive unless they attempt to change. On the other hand, for change management, organizations are faced with various challenges and different factors have impacts on a change plan which must be taken into account in designing. One of the most significant factors before designing and implementation is the manager’s attitudes and mindsets. Municipality, as a pioneer in the field of social and public service is constantly subject to change and managing the change plans based on the designed policies is an critical issue for these kinds of organizations. The purpose of this research is to clarify the gap between designers’ mindsets and the changes that have been made and whether this gap is due to designers’ idealistic mindsets or the changes (in practice) have been different from the managers’ mindsets. Therefore, as a data collection method, a researcher-made questionnaire consisting of 17 questions were designed and research statistical population was the managers and experts of Tehran Municipality and according to cluster sampling, 303 individuals were chosen. Additionally, to analyze the data, Chi-square test and Kendall’s W test were used. The research result indicated that mindsets did not significantly impact on the gap between designing and the change. Besides, Kendall’s W test result showed that the following components had the greatest impacts respectively: 1) Vision portrayal 2) Coalition for change 3) Creating a public belief in the vision 4) Adopting an approach to change 5) Justifying the need for change.