© Julie Hodges and Roger Gill

Chapter 7 Planning and Implementing Change © Julie Hodges and Roger Gill

Learning outcomes Evaluate the linear approach to change Identify the key elements of an implementation plan Appreciate how to monitor and control change Identify success factors for implementing change © Julie Hodges and Roger Gill

Linear change models Beer’s (1990) Six Steps for Change Kanter et al’s (1992) Ten Commandments for Change Kotter’s (1996) Eight Step Process for Organizational Transformation Lueck’s (2003) Seven Steps for Change © Julie Hodges and Roger Gill

Characteristics of effective plans Purposeful: the planned activities are clearly linked to the change goals with priorities. Task-specific: the type of activities involved are clearly identified rather than broadly generalized. Integrated: the discrete activities are linked. Temporal: events and activities are timetabled. Adaptable: there are contingency plans and ways of adapting to unanticipated opportunities and problems. Agreed: by senior management, and other key stakeholders, as required. Cost-effective: to avoid unnecessary waste. (Beckhard & Harris, 1987) © Julie Hodges and Roger Gill

Project Management Approach to change Purpose Goals Plan Monitoring and control processes Evaluation © Julie Hodges and Roger Gill

Monitoring and controlling change www.bridgesconsultancy.com/consultancy/proprietary.html#ImplementationCompass © Julie Hodges and Roger Gill

Critical success factors for a change plan Shared vision of the desired future Unified management Concerns allowed to surface Content and process management Realistic time and resources Regular and open communications Systems and rewards support change Commitments are honoured Right people in key roles Involvement of those affected Leaders offer support Measurement Appropriate skills, knowledge and attitudes of staff Effective organizational ‘scaffolding’ (a good transition management plan) © Julie Hodges and Roger Gill

Summary Linear models provide a structure but simplistic approach to managing change. Implementing change is a cyclical process The implementation compass provides a framework for monitoring and controlling change © Julie Hodges and Roger Gill

References Beckhard, R. and Harris, R. (1987) Organizational Transitions: Managing Complex Change, 2nd edn. Reading, MA: Addison-Wesley. Beer, M. (1990) Leading Change. Cambridge, MA: Harvard Business School Publishing. Kanter, R., Stein, B. and Jick, T. (1992) The Challenge of Organizational Change: How Companies Experience It and Leaders Guide It. New York, NY: Free Press. Kotter, J.P. (1996) Leading Change. Boston, MA: Harvard Business School Press. Luecke, R. (2003) Managing Change and Transition. Boston, MA: Harvard Business School Press. © Julie Hodges and Roger Gill