1. © Julie Hodges and Roger Gill

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

3. 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

4. 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
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5. 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)
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6. Project Management Approach to change
Purpose
Goals
Plan
Monitoring and control processes
Evaluation
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7. Monitoring and controlling change
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8. 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

9. 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

10. 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