CIMA E2 – 8. Change Management
External Events: Competition, change in customer taste, social changes, recession, political and legal pressures, new tech
Internal Events: out of date working practices, change in org. performance, change in senior management, high staff turnover
2 – determine type of change needed
3 – identify desired future state
4 – analyse the change context
5 – identify the critical change features
6 – determine the design choices
7 – design the transition process
8 – manage the transition
9 – evaluate the change outcome
Unfreeze: breaking current state of affairs and preparing an org for change. i.e physically removing individuals/consulting individuals
Change: new working methods, systems and cultures must be implemented – requires staff participation
Refreeze: new state embedded. i.e positive reinforcement as compliance is rewarded and non-compliance is punished.
Incremental –
Adaptation ( step by step in the current way of thinking)
Evolution (Paradigm changes over time)
Big Bang –
Reconstruction ( major change within the current paradigm)
Revolution – Rapid, fundamental shift in the paradigm
Lewin’s Force field analysis:
Driving forces: Restraining Forces
Need to improve stds – Existing system sufficient
Greater motivation – Concern over effects on jobs
Improved quality of service – Perceived as divisive
Reduced running costs – what if not fairly operated
– high level of uncertainty
– increase in work load
– sense of embarrassment
– rapid change
– loss of autonomy
– skills and competence
education & Comm – resistance is caused by ignorance
Participate & involve – staff in design processes
Facilitate & support – via counselling & open door policy
Negotiate & agreement – negotiate where union influence is strong
manipulate & Co-operation –
Coercion, implicit and explicit – suitable where management are strong and staff weak