Models of Change
It is not the strongest of the species that survive,
Nor the most intelligent, but the one most responsive to change.
The voyage of discovery lies not in seeking new horizons but in seeing with new eyes.
Reinvention, learning organizations, audacious goals, revolution, quantum change, total quality management, breakthrough thinking, horizontal organization, stretch goals, Lean Six Sigma- you can probably attach a prominent scholar’s name to each of these well-recognized change initiatives that at one time or another were the darlings of change management professionals. All displayed some success. Some demonstrated more results than others.
Two keys to success are important for all change efforts:
1.You need to have a plan. The plan must translate the concepts into concrete steps so that employees can implement them.
2.You need to carry out the plan-all of it. Carrying out the plan requires getting everyone involved who has a stake in the change.
So you must plan the work and work the plan.
Theories, Strategies and Models: When people are trained only in techniques, without understanding the theory behind them, they have difficulty applying them to anything beyond a specific situation. The variables that contribute to change management are too complex to remember a few techniques that apply to any change situation. Therefore, it is important to learn more about the theories, models, and strategies that drive your efforts.
Ethical Considerations: One of the trends shaping the workplace learning and performance profession cited in the ASTD Competency Study is a “ higher ethical bar.” Organizational leaders are paying more attention to organizational ethics, including the behaviors required when implementing a change effort. Accepting the responsibility- whether from the perspective of a leader, change agent, or even external consultant- to act in the best interest of the organization and its workforce is so fundamental that we may not even think about it.
Organizational codes of ethics and professional codes of conduct provide framework to help you determine what is important to consider. You may have your own code of ethics, but it is important to note that ethical statements are not meant to be an individual statement but rather a collective declaration. If your organization professes a code of ethics, revist it before begining an organizational change initiative. Remind all leaders and change agents involved what the organization stands for.
Overview of the CHANGE Model:- The CHANGE Model consists of six steps. Each step requires completing distinct and specific tasks, yet as in all models there is also overlap among the steps. Change is rarely as nice, neat, and linear a process as is presented in this model. Of course, change is led by people and is conducted by people; and people must ultimately change for an organization to change. It is this aspect of “people” that makes change not only exciting but also unpredictable.
The CHANGE Model provides a process that can be used to facilitate an organization through a change effort. Change comes in many formats : developmental change, transformational change and opportunistic change. Change may be large or small. The CHANGE Model is generic and may be used with any type of change intervention including structural, process, cultural, mergers and acquisitions, growth, downsizing, cost cutting, and others. Each step present tools and techniques that will help you hone your skills as a change agent or change leader.
The CHANGE Model consists of six steps:-
1.Challenge the current state
2.Harmonize and align leadership
4.Nurture and formalize a design
6.Evaluate and institutionalize the change