A model of change management

By Raimundo Santa Rosa, Student ID no. 15661197. Main Body Word Count: 972 INTRODUCTION Given the inevitability of change affecting public and private entities (Nixon, 2004, p. 1), the need for an effective change management and most important implementation model is vastly evidenced in literature and in practice. For a glimpse on the theme, lets consider that 70% of large scale change initiatives fail (Griffith, 2002, p. 297; Palmer, Dunford & Akin, 2009, p. 49) and the blame for most of them goes to inadequate change management competence what triggers for the search of effective solutions and change management models (Griffith, 2002, p. 297). In this paper a change management model is suggested based on a comparison and contrast of three selected change management models among 9 gathered by Palmer, Dunford & Akin (2009), highlighting the preferred sequence of steps and the identification of management skills needed and the steps managed the best based on personal experience. METHOD AND DISCUSSION Comparing and contrasting change management models Three models have been selected in terms of principles, step characteristic and suggested sequence, and those are of Kanter, Stein & Jick (1992) Kirkpatrick (2001) and Leppitt (2006) all extracted from Palmer, Dunford & Akin (2009, p. 222-223), looking for similarities, all are step-by-step guided although in practice their order of implementation or simultaneity may differ, the three models reinforce the need for planning not only the change activities but also resources to be used, the need of communicating the change or at least the merit of communication and in general what I could call a pre-change phase that is analyzing/determine the need for change. The first (Kanter, Stein & Jick) and the last (Leppitt) share several communalities such as the need to set forth the sense of urgency and communicate the change, reinforce the importance of a ready supporting structure for the change, up heave the role of a strong leadership and the need for consensus although Kanter steers it as political sponsorship and Leppitt clearly states about the need of consensus. The aspects that are similar from the two modeles also carry a strong difference, such as, while Leppitt joins the need to communicate the change and its urgency, Kanter, Stein & Jick separate it in creating a sense of urgency and then in a different step or requirement communicate the change, in my opinion there is a lot of difference between the establishing the sense of urgency and communicating the change although in making the change urgent managers have to communicate. Kirkpatrick model despite being simple, in terms of the number of steps covers every stage of a change process but lacks what Leppitt suggests as monitoring

change metrics, so does Kanter, Stein & Jick model, which is a merit for Leppitt model. Another merit is the fact that he suggested a very important stage that reverse the order of biblical change management practice stamped in: Unfreeze change- refreeze, Leppitt joins Weick mentioned by Palmer, Dunford & Akin (2009) in suggesting: freeze change/rebalance unfreeze, when he states the importance of understanding the context, in this stage an organization has to stop and think about internal and external forces thus freezing. What is left out of the three analyzed models is surely the need to obtain participation/involvement of change recipients in the planning and execution of the change process that could be copulated with managing change resistance or forming a resistance of change management strategy , the need for training, and the need for constant review and update of the change plan and change management strategies. A suggestion of a change management model and preferred sequence of steps It is bold to set up to create an effective change management model as there may be different approaches underling, different contexts and different visions since the change management process is largely influenced by the change management image the change manager holds or is more dominant in his dealings (Palmer, Dunford & Akin, 2009). I would rather give consideration on the aspects of change management that are critical to its success as mentioned by MacPhee (2007), Nixon (2004) and Palmer, Dunford & Akin (2009) that are the context, people, the culture and the organization/structure. As well as on the different phases common to change process that are the pre-change phase, the conceiving of the change initiative communication and buy in, implementation and revisions and reformulation. Thus considering the steps presented by several authors in Palmer, Dunford & Akin and personal experience I would propose the following model: 1. Analyse the internal / external forces for change 2. Invite personnel to participate in the discussions 3. Identify the needed change 4. Create a change plan 5. Prepare and implement structural and cultural changes to accommodate the change (this step involves designing the appropriate culture and structure of the organization in large scale changes) 6. Communicate the change addressing resistance and put everyone on board 7. Set responsibilities for fostering the change by addressing the urgency for change 8. Implement the change 9. Revise and correct 10. Build feed back Key management skills associated with each step It is feasible to assume that all steps involved in managing a change process are critical and difficult, I wouldnt attribute more importance in this or that step but the successful implementation of the conjunction is what leads to successful change. There are indeed steps that in practice tend to be

mismanaged or skiped due to lack of certain management skills, resources or even the change management perspective adopted. Research capabilities and environment sensitivity or savvy are needed for step 1 and pragmatics is needed in step two. Mobilization capabilities are needed in step 4 as well as collaborative spirit. The step that has been most mismanaged is resistance to change and the change implementation it self. One critical ability to manage resitance is that of having multiperspective mind addressing several issues on different eyesight and a sense of accountability and responsibility in managing change. In my poor experience of change process the most mismanaged process is the first and second (understand the need for change), change resistance and implementing the change. Managers are reluctant to recognize the need for change, such is the example of Sefa Huambo that is now underperforming in terms or production quantities of softdrinks but management is happy because al that is produced is sold but do not see the market need of more quantities. And when they noticed the need for change the exact change activities are not always set forth and are mismanaged in the implementation phase. REFERENCES Griffith, J. (2002). Why change management fails. Journal of Change Management, 2(4), 297. [Online]. Available ehost-live&scope=site (Accessed 06 August 2011). MacPhee, M. (2007). Strategies and Tools for Managing Change, The Journal of Nursing Administration Issue: Volume 37(9), pp 405-413. [Online]. Available from: http://sfxhosted.exlibrisgroup.com.ezproxy.liv.ac.uk/lpu?ctx_ver=Z39.88-2004&url_ver=Z39.882004&ctx_enc=info%3Aofi%2Fenc%3AUTF8&ctx_id=10_1&rft.auinit=M&rft.volume=37&rft.issn=00020443&rft.genre=article&rft.issue=9&rft.pages=405-413&rft.eissn=15390721&rfr_id=info%3Asid%2Fwww.exlibrisgroup.com%3Abxmenu&rft.stitle=JONA%20JOURNAL%20OF%20NURSING%20ADMINISTRATION&rft.aufirst= Maura&rft_id=urn%3Abx%3A810049&rft.atitle=Strategies%20and%20Tools%20for%20Managing%2 0Change&rft.aulast=MacPhee&rft.jtitle=The%20Journal%20of%20nursing%20administration&rft.date =2007-0901&rft.au=MacPhee%2C%20Maura&rft.epage=413&rft.spage=405&rft.auinit1=M&rft.object_id=954 925375842&rft_dat=urn%3Abx%3A810049&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&sfx.previous_ request_id=15048259&svc.fulltext=yes&svc_val_fmt=info:ofi/fmt:kev:mtx:sch_svc August 2011). Nixon, L. (2004). Change management: theory and practice. (Cover story). Businessdate, 12(1), 1-5. [Online]. Available from: (Accessed 06 from: http://search.ebscohost.com.ezproxy.liv.ac.uk/login.aspx?direct=true&db=buh&AN=6769065&site=

http://search.ebscohost.com.ezproxy.liv.ac.uk/login.aspx?direct=true&db=a9h&AN=13162340&site =ehost-live&scope=site (Accessed 06 August 2011). Palmer, I., Dunford, R. & Akin, G. (2009). Managing Organizational Change, A Multiple Perspectives Approach, Second Edition, Singapore: McGraw Hill.