1. The coping cycle Stage Response Denial
Anger
Bargaining
Depression
acceptance
Response
Unwillingness to confront reality
Accuse those responsible
Attempt negotiate, to mitigate loss
Reality of loss is appreciated
Coming to terms with the situation
Huczynski and Buchanan Organisational Behaviour 4th edition Pearson education 2001

2. Organisational development (Mullins 2007)

3. Change imperatives in the public sector (Rose and Lawton 1999)

4. Depth of organisational intervention (Buchanan & Huczynski 2007)
Shallow
Deep
Deeper
Fine tuning
Restructuring
Reallocate resources
Improve business planning
Change the leadership
Change the organisations definition of success
Change the mission, vision, values & philosophy
Paradigm shift

5. Categorising change problems
Messes
Larger scale
Serious & worrying implications
Interrelated context
Many different people involved
Subjective- at best semi quantifiable objectives
Absence of knowledge factors and uncertainty
Little agreement on problem
Around a while
Fuzzy time scales
“unbounded”
Difficulties
Small scale & less serious
Considered in relative isolation
Clear priorities
Quantifiable objectives & PIs
Systems/technical orientation
Few people involved
Known facts
Agreement on the problem
Solution type known
Known time scales
“bounded”

6. Lewin’s Model of Change
Unfreeze
“shaking up” habitual modes of thinking
Challenge prevailing wisdom
Provide new information
Freeze
Making changes
Establish new strategies and structures
Identify symbols of change
Refreeze
Stabilising change
Reinforce with symbolic actions
Review and monitor
Lewin K (1951) Field Theory in Social Science New York Harper & Row

7. Determinants of organisational change (Dawson 1996)
Context of change
External
Internal
The change process
Politics of change
Substance of change

9. Kotter’s 8-step model of change
Establish sense of urgency
Create the guiding coalition
Develop a vision and strategy
Communicate the change vision
Empower broad based action
Generate short terms wins
Consolidate gains and produce more change
Anchor new approaches in the culture
Kotter J (1996) Leading Change Boston HBSP

10. 7 essential change agency skills
Able to work independently
An effective collaborator
Able to develop high trust ethical relationships
Self confidence and humility
Respect for change process as well as substance
Able to work across business functions
Willing to stake rewards on results
Huczynski and Buchanan Organisational Behaviour 4th edition Pearson education 2001

11. Tutorial work
What value do these theoretical models have for managers attempting to implement organisational change?
What are their limitations?