| The people aspects of change is the overwhelming | | | | transitional model. In my opinion it is William Bridges - |
| issue | | | | who recognises that it is people who have to carry |
| Change management models have clearly evolved | | | | out change and with his clear emphasis and |
| from the days of Kurt Lewin's freeze phases model | | | | understanding of what change does to employees |
| which was very much a product and reflection of the | | | | [and what they do to the organisation] - who really |
| industrial age - with the emphasis on command | | | | was the first "management guru" to provide any real |
| control imposed from the top down. | | | | sense of the emotional impact of change and what |
| Similarly, even Michael Hammer ["Re-engineering the | | | | can be done to keep it from disrupting the entire |
| Corporation"] - the arch proponent of the process led | | | | organization. |
| approach to change and business improvement - | | | | Any change management models theories or |
| revised his opinion: "I don't regret saying anything; it's | | | | concepts that directly address the people issues, has |
| more what I left out. In particular, the human side is | | | | particular resonance and practical relevance in the |
| much harder than the technology side and harder | | | | current climate and adds values to our understanding |
| than the process side. It's the overwhelming issue." | | | | of strategies for managing change. |
| Psychological impacts of change and managing the | | | | The programme management based model |
| transitions | | | | In my view the programme management based |
| Since Kubler Ross, the concept of an emotional | | | | model addresses all of these critical areas by focusing |
| journey through a recognisable path of reactions and | | | | on a holistic approach that takes full account of the |
| responses has been recognised and factored in to all | | | | people issues. |
| modern models of change management. William | | | | So, the programme processes of establishing a |
| Bridges has taken this a stage further with his model | | | | blueprint of the changed organisation, with clearly |
| that focuses on transitions and the psychological | | | | defined benefits of change and thorough attention to |
| impacts of organisational change and that speaks of | | | | the stakeholder mapping and analysis will facilitate the |
| developing a culture that embraces change. | | | | creation of detailed communication strategy that |
| Clearly people react at different paces and levels to | | | | addresses key stakeholder concerns. |
| change and whatever change model is adopted, this | | | | For more on this: " Change management models " |
| needs to be given serious attention. | | | | Equip yourself to avoid the 70% failure rate of all |
| Many of the more recent change management | | | | change initiatives with the "Practitioners' Masterclass - |
| models place great emphasis on the need for | | | | Leading your people through change, putting it all |
| determining the need for change, articulating the | | | | together and managing the whole messy business. |
| desired future and the use of some form of | | | | |