Models of change management

1.

A structured process and set of tools for leading the people side of change.

2.

A shift from one way of doing things to a different way of doing

things. A set of processes that is employed to insure that change has been

3.

implemented in an orderly, controlled and systematic way.

4.

A structured approach, plan or methodology to managing the process of changing individuals, teams, organization or society at

large.
5.

A structured approach related to the transition of individuals, teams and organizations from current state to desired future state.

The model can be applied for all top-down change processes i.e. for projects that have been decided at the top management level of an organization.

Examine the market and competitive realities. Identify and discuss crisis, potential crisis or major

opportunities. Provide evidence from outside the organization that change is

necessary.
Start honest discussions and give dynamic and convincing reasons to get people talking and thinking.

Proper preparation for the change program should be done.

Convince people of the necessity of change. within the organization.

This usually

requires strong leadership and visible support from key people

Identify true leaders in the organization. Assemble a group with enough power to lead the change efforts. These teams are necessary within the change coalition.

Attract influential key change leaders by showing enthusiasm and commitment.

Encourage the group to work together as a team.

Create a vision to help the change effort. A clear vision can help everyone understand why they are asked to do something.

Develop a short summary (one or two sentences) that captures what one sees as the future of the organization.

Ensure that the coalition team can explain the vision in five minutes or less.

Determine the values that central to change.

Develop strategies for achieving that vision

Communicate the vision frequently and powerfully and embed it with everything that is done.

Openly and honestly address peoples concerns and anxieties.

Build alignment and engagement through stories. Use every vehicle possible to communicate the new vision and

strategies.

Keep communication simple and heartfelt. Teach new behaviors by the example of the guiding coalition.

Apply the vision to all aspects of the organization operations,

for example, performance reviews.

Put in place the structure for change and continually check for

barriers to it. Removing obstacles can empower the people you

need to execute the vision and can help change move forward.

Change systems and/or structures that work against the vision. On the one hand, recognize and reward people for making change happen and on the other hand, identify people who are

resisting the change and help them see what is needed.

Take actions as quickly as possible to remove any barriers or obstacles.

Nothing motivate more than success. and not just one long-term goal.

It is, thus,

recommended that the change create short term targets

Each win that is produced can motivate the entire staff. Plan for and achieve visible performance

improvements.

Recognize and reward those involved in bringing the improvements to life.

Plan

for

and

achieve

visible

performance

improvements.

Recognize and reward personnel involved in the improvements.

Reinforce the behaviors shown that led to the

improvements

make the connections

communicative between the new

behaviors and corporate success.

Make continuous efforts to ensure that the change is seen in every aspect of the organization as this will help that change a

solid place in the organizations culture.

Tell success stories about the change process. Publically recognize key members of the original change

coalition and make sure the rest of the staff remembers their
contributions.