26th October 2023
All change requires a vision, aim or target. The vision should be as clear as possible to enable others to see the proposed outcome. Establishing the Vision for Change
All change has forces driving it, eg the economy, increased sales, the political situation, shareholder pressure. Identifying the Drivers for Change
Five of the best known models of change management are John Kotter’s Eight Stages, the McKinsey 7-S Framework, Lewin’s Change Process, Business Process Engineering and Continuous Improvement (Kaizen). Models of Change Management
The different levels of change, eg local, strategic or cultural, require different approaches. Defining the Level of Change
The pace of change needs to be decided in advance, eg incremental versus quantum change. Deciding the Pace of Change
All change contains risks and these risks must be identified and a contingency plan for each put in place. Measuring the Risk Caused by Change
Change cannot be achieved without input and therefore any change requires appropriate resourcing. Establishing a Resource Base
Change needs to be steered at three levels. It needs leadership, to transform the situation in order to achieve the vision behind the change, it needs managing, to bring about the change effectively and efficiently, and it needs championing, to enthuse and encourage both those undertaking the change and those undergoing it. Leading Change; Championing the Change
Change should be given time to become effective. Allowing Time for Change
Any change you effect needs to have the ability to move in different directions based on market forces or improved information. Building Flexibility into Change
The benefits of change may need to be sold as well as managed, to demonstrate how change can offer opportunity to those willing to move with the business needs. Selling Change
Change is usually achieved faster and is more effective when there is appropriate consultation with those affected by it. Consulting on Change
Cutting out minor changes makes significant change stand out and matter. Eliminating Change for Change’s Sake
Resistance to change can be dealt with by knowing the common reasons for resistance and implementing countermeasures to resistance such as good communications, ensuring that procedures are fair, using ambassadors for change and planning for some “quick wins”. Encountering Resistance
Creating a flexible culture makes future change easier and faster and makes staff feel comfortable with the concept of change. Creating a Flexible Culture
The most powerful way of championing and demonstrating change in action is for a HR department to be a role model for change in action. Being a Role Model for Change in Action
All change needs to be evaluated to find out what has been achieved, whether it has reaped the rewards that were expected and what has been learned from the process. Evaluating and Learning from the Change Management Process
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The ability to manage change is seen as a key skill in today’s ever-changing environment.
Given the freedom of movement and ever-widening choice of career opportunities in the global economy, businesses need a framework for managing not only the process of physical change but also the movement and integration of staff.
This topic examines different models of change management, leadership skills required in implementing change and how to deal with resistance and negative attitude towards change.