Caprivi Consultancy

Change Management

Change is the law of life. And those who look only to the past or present are certain to miss the future. – John F. Kennedy

If you’re in a bad situation, don’t worry it’ll change. If you are in a good situation, don’t worry it’ll change. – John A. Simone, Sr.

What is Change Management?

Change = the act of transformation.

In the current competitive and challenging business environment, organisations need to change on a fairly contant basis to survive (remains competitive) and to fullfill their mission. Changing an organisation involves integrating many variables that range from processes to people.

Organisational/Business Change, whatever format, involves either major restructuring (reconstruction) change, revolutionary change, adoption/adaptive change (adaptation), incremental change (evolution), or a modification how the organisation measures performance is almost always disruptive and not always easy to implement. Change leads people on a different path, requiring new skills and sometimes different behaviours.

Change Management can be a balancing act because change can be intensily personal and may require many people in the organisation to think, believe, feel or do something different. Leaders must identify and understand the factors (compelling reasons) that are driving the organisational/business change process so that they can define the furture (To Be) business model and subsequently develop the appropriate change plan, roadmap, change strategy, mindset models & frameworks for the change process.

The Organisational Model for Sustainable Change requires consideration of ther entire operation (organism), that includes hardware, that represents the work of the organisation, and the software that represents the people and support structures required to carry out the work. The Mindset Model will assist with assessing the whole organisation from each of the different perspectives to ensure the majority of the considerations & concerns are addressed appropriately.

A Compelling Vision is a key element of the change programme, change communication plans and the compelling vision for change makes the future (To Be) business model more credible to the staff and stakeholders. Without a compelling vission, the change effort can easily dissolve into a list of confusing, incompatible, and time consuming projects that go into the wrong direction or work at cross-purposes. Vision is a basic theme or shared value that is important and meaningfull to the staff in the organisation.

TIP; Don’t undercommunicate the purpose of the change and actions planned. Without credible information, and sufficient information, people can become anxious and won’t be motivated to change. Don’t impose solutions developed by others, instead involve the change targets (people most affected by the change) in the development of these solutions.

Readiness for Change; A predisposition to welcome and embrace change. (Huczynski and Buchanan, 2007)

Resistance to Change; An inability, or unwillingness to discuss or to accept changes that are perceived to be damaging or threatening to the individual. (Huczynski and Buchanan, 2007)

Change Agents; These are the people responsible for directing, organising and facilitating change in organisations. (Burns, Bernard, 2009)

Organisation Development (OD); This is an approach to change based on the original work of Kurt Lewin with regards to improving the effectiveness of human side of the organisation through participative change programmes. (Burns, Bernard, 2009)

Participation; The process of involving people in decison-making and change activities within organisations. (Burns, Bernard, 2009)

Activity Planning; This involved constructing a schedule or “road map” for a change programme, citing the main activities and events that must occur if the change is to be successful. (Burns, Bernard, 2009)s, Bernard, 2009)

Group Dynamics; This concept refers to the forces operating in groups. It is concerned with what gives rise to these forces, their consequences and how to modify them. Group Dynamics stresses that group behaviour, rather than that of individuals, should be the main focus of change. (Burns, Bernard, 2009)

Planned Change; Term (by Kurt Lewin)  to distinguish change that was consciously embarked upon and planned by the organisation, as opposed to types of change that might come about by accident or by impulse or that might be forced on an organisation. Lewin’s Planned Approach to Change consists of four (4) interrelated elements; (i) Field Theory, (ii) Group Dynamics, (iii) Action Research, (iv) Tree-step Model of Change. (Burns, Bernard, 2009)

Paradigm; This is the way of looking at interpreting the world, a framework of basic assumptions, theories and models that are commonly and strongly accepted and shared within a particular field of activity at a particular point in time. (Burns, Bernard, 2009)

♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦

Change Management Frameworks & Models

• Capability to Change
• Capacity to Change
• Change Agent Competencies
• Drivers for Change
• Change Planning & Roadmap
• Consultations & Negotiations
• Communications & Preparation
• Organisational Structures
• Change Implementation Approaches
• Change Governance, Management & Change Control
• Barriers & Resistance To Change
• Cultural Change
• Organisational Change Management
• Organisational Project Management

Subsequent to the extensive literature study, a comprehensive understanding was formed of the various conventional organisational change management methods/frameworks being used.

The best, most relevant and unique elements from each of the listed models were extracted to “build” a new ideally suited framework that will cover all aspects necessary for a comprehensive change management maturity model.

For more information about the change frameworks, change maturity models, tools/templates, tips and change management advise & support, please use the Contact Details mentioned on the Contact Us page.

♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦

Best Practices – Change Management

Best Practice Identification

The following conventional frameworks and models are described in academic literature as models that can be used to manage the change process:

• Six Steps for effective Change [Senior & Swailes (2010)]
• Six Steps to Managing Change [Harvard Business Review (2009)]
• Ten Steps to Successful Change Management [Vukotic G. (2011)]
• Eight Steps to Successful Change [Kotter J. (1996)]
• Ten Commandments for Executing Change [Kanter et al (1992)]
• Determinants of Successful Change [Burnes B. (2009)]
• Nine Key Steps in Strategic Fitness Process [Beer P. (2011)]
• Six Steps to Cultural Change [Cummings & Worley (2001)]

Evaluation Frameworks

The following frameworks can be used for evaluation purposes:

• DICE Framework [Sirkin et al (2005) HBR]
• McKinsey’s 7-S Framework [Waterman & Peters (1980)]

♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦

See also Blog;

♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦