Models of Change

The different models in the Table 8. 1 have different varying degrees of conceptulaization and priority to enable a change environment. The steps defined in the table are the different notions or analysis of the best structure to be followed for ensuring succesful change management by different Authors of the subject. How many organizatiosn follow or implement the exact verison of the recommendations and what has been the findings or results is not readily available for an easy anaylsis.

However the corporate world of today with the wide experineces in learning and knowledge management both institutionalised and experienced by the young turks, the change management has its own stages and processes with a complete success story. The resembalnce to many of their startegies to the theoritical formulas derive a pattern of common sense or sense making derivations which are a common and depends from individual to individual. Kanter, Stein and Jicks Ten commandements implements change by the seventh stage while some others like the Transformatory Trajectory of Taffinder dleiver chnage at the 4th stage.

Sensemaking is prominently figuring in all the models which reassures the importance of sense making to deliver change. Common to all the models is the Resource management of change required to be planned and estimated without any negligence. Similarly models have equal appreciation ofr little wins by way of rewards, and celebrations. The only model that highlights of managing and handling emotions is the Ten Keys model by Pendlebury, Grouard, and Meston.

Every other fundamental of Coaching, rewarding, vision imortance, participation and sponsorship with leadership have been equally mentioned but at different stages. (Palmer et al, 2009) Sequence of steps I beleive would always be there, once change has been propagated. Some of the stages / steps / processes I would conceptulaize are 1. Define a vision for the change, which would rationalise the need for it, and the future of it, which are the desired goals from it. 2. Sense making at all levels, the change recipients, the partcipants, the leaders, or the sponsors and the owners.

Obtain feedback, and partcipation in the form of active discussions, and research, or the consequences, and the benefits or drawbacks from different user departments, with mutual trust respect and openess. 3. Finalize the task force, with the plan for roll out, the stakeholders, resources, and the risks all clarified. 4. Implement change once approvals of the justifications are accepted at all mandatory levels. 5. In depth analysis with grass root shop floor meetings on daily basis with corrections and changes where required. . Celebrate and reward the changes implemented by the sponsors, the team players, and the winners. Some of the skills attached to each change process would be 1. Communication of the Change Vision Document across the company horizontally and vertically. 2. Market Analyses, presentations, group discussions, Board meetings on the proposal, Awareness and a structured learning with the desired results boldly mentioned for a complete learning, knowledge and objective driven change across all cadres. 3.

Ensure teams are in motion, at various levels, and the leaders are empowered to act and decide in case of contingencies. Remove / set an embargo on current policies that affect the chnage process. 4. & 5. Continue to implement the change with setting aside the old and moving into the new, hold deadlines and end of day meetings for accessibility to further change if required. Declare the wins and the progress, measure the achievements and highlight them in bulleteins and elctronic mails which require constant feedback and appreciation of the team. . Celebrate with parties and get togethers to create an atmosphere of ownership across cadres, and a wining team performance. It is perceived roles played by the team would be the Change Driver, Implementer, Enabler, and the Change Receipent. in my case I did not specify and identify the Enabler. Probably at this stage the monitoring and the success measured was not continued and implemented in totality for some of the results derived not enough to complete the vision and change purpose specified.

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