2. Framing the Shared Need
3. Describing the End State
4. Mobilizing Commitment of Key Stakeholders
5. Identifying Systems and Levers for Alignment
6. Communicate the Change
7. Tracking Progress
2. They do not see the need for change.
3. They are tired of phony change (change for the sake of it) and want real change.
2. Training and Development
3. Measures, rewards and recognition
5. Organisation Structure
6. Information Systems
7. Budgeting & measurement systems
8. Performance planning and review processes
9. Policies and procedures
2. Competition – new competitor within the market
3. Government – changes in government legislation may impact upon the operations of the business e.g. safety regulations
2. Contemplative: In this stage, people are starting to think about the issue and the possible need to change. They recognise that change is inevitable and is occurring, so they may as well start to do something about it. This group is now becoming more optimistic, although they are still seen as procrastinators ambivalent; however what they are really doing is weighing up the pros and cons of change.
3. Planning: People are starting to realise how serious the situation is, and make a decision to commit to the change and is currently implementing ‘pre-change’ steps with a view to make the change within the next month. This stage also has an information gathering period. This stage is typified by determination, making plans, introspection and reaffirmation.
4. Action: This stage applies to those people who have made a real and overt effort to change and modify their attitudes. This stage is the ‘will power’ stage and short term rewards to sustain motivation are commonly used. This group is also prone to analyse any behaviour changes to enhance their self-confidence and to help make better plans to deal with either personal or external pressures.
5. Maintenance: By this stage, people are working to consolidate any changes in their behaviour to maintain the ‘new; status quo and to prevent relapse or temptation. The former behaviour is no longer seen as desirable and a number of coping strategies have been put in place and are working.
6. Termination: the cycle of change has been reached. The change has been fully integrated and all resistance terminated.
– Free staff to serve customers on the floor
– Takes up less space than a manned till
– Increased theft
– Glitches in the scales cause customer dissatisfaction
– Low customer service
– Technical issues may cause the process to take longer
2. Political – an employee may feel there is a threat to their position within the organisation. There may be a power and authority imbalance and employees will use power-plays to reinstate their position.
3. Cultural – the employee may be afraid to change because they are locked into their old mind-set. They will use selective perception to decide which information is relevant to them.
2nd Door – things employees couldn’t do before and still can’t do now.
3rd Door – things employees could do before but can’t do now.
4th Door – things employees couldn’t do before but can do now.