A Change Management Process: Grounded in Both Theory and Practice

Discuss about the  Change Management Process for Grounded in Both Theory and Practice.

The Topic of the Article

A change management process: Theory and practice

The Objective of the Article

The objective of the article is using the change management model prescribed by Kotter, Jick and General Electric to seek the theoretical framework and support it with grounded reality as applied in Defence Company from the fortune 500. It is aimed at providing guidance to the change management practitioner in the organization (Mento, Jones, & Dirndorfer, 2002). In addition the guidelines are supported by the illustrated application of methodologies like mind mappings, storytelling, lessons learned and metaphors.

Methodology and Tools of Analysis used in the Article

The methodologies and tools of analysis used in the article is mix of theoretical framework derived from Koter’s eight step strategic model for change management that focus on create, build, form, enlist, enable, generate, sustain, and institute and it is based on the fact that majority of change process initiated by companies fail. This model helps in preventing the critical area of concern by drawing attention to key element of the change process (Mento, Jones, & Dirndorfer, 2002). It is supported by the second theoretical framework based on Jick’s tactical model that promote organization analysis, shared vision, separation from past, sense of urgency, leadership support, political sponsorship, implementation plan, enable structure, communicate with people and reinforce change process. It helps embarking of the process of change and evaluating the change process in progress based on the fact that change is an ongoing process with modification throughout. The third theoretical framework explain the seven step change model practiced by GE which in turn is inspired by the Lewin’s change model of unfreezing, movement and refreezing. It includes leader behaviour, creation of shared need, shaping a vision, mobilizing commitment, make the change lasting, monitoring progress and changing systems & structures. It is enriched with methodologies like mind mapping, storytelling, lessons learned and metaphors (Garvin, 2003)). Mind map is a change management tool that enhances creativity and productivity and helps an individual and organization to improve the learning efficiency and capability. It is combined with the practical implication of change in the anonymous defence contractor (ADC). Therefore it can be concluded that the theoretical literature and practical experience serves as the lesson learned for the practitioner and this article support as a valuable guide to the leader planning organizational change management.

Agrument Advanced

Based on the theoretical framework related with the three change model and methodologies like mind mapping, storytelling, lessons learned and metaphors the argument advanced in the article is related with 12 step change management process suggested in the article (Maurer, 2006). They are the idea and related context, change initiative definition, evaluating change climate, change plan development, identifying and developing sponsor, preparing target audience, developing cultural fit to sustain the change, selecting a change leader team, motivate by appreciating small wins, communicate constantly, monitoring the change process and integration of lesson learned.

The argument related with idea and related context is dependent on the ability of the change manager to identify the idea with regard to the need for change or what NPD (New product development) to boost sales or what innovation can provide competitive edge to the company. If the manger fails in the identification it leads to failure of change (Maurer, 2006). With regard to the change initiative definition the argument advanced is that it is associated with the organizational analysis step explained by step1 of Jick’s model. It is argued that it is essential to define the roles of all players related with the change process for effectiveness. The process of evaluating change climate is argued to match with the step 1 of Jick’s model again and it is essential that change strategists and change implementers examine the function of the organization with respect to the environment implicitly for enhancing the success rate of change process. The change plan development it is argued that it tracks with step 7 of Jick’s model. Here the frame of reference (FOR) with regard to participants individually is crucial for implementation of change plan (Jaca et al., 2012). The process of identifying sponsor it is argued as close connection to powerful guiding coalition development   of Kotter’s model and step 7 of Jick’s model. The success of change management process is directly related with the commitment of the sponsor. The preparation of target audience with regard to the change recipients and in this the argument advanced by Jick is if the change recipients oppose the change then it is difficult for the company to implement the change.

It is argued that the process related with cultural fit has close association with failure to adjust change process with corporate culture mentioned in step 8 of Kotter’s model. It is also argued that step 5 of GE change model emphasis on altering employees, appraisal, training, reward and communication along with roles and reporting and promoting relationship to make the change the last (Ates, & Bititci, 2011). The selection of change leader and his team it is argued that has association with step 5 Jick’s model and it explains the importance of strong leadership in change management process. Motivating the staff with small wins it is argued is essential for the sustaining the change effort in the long term. The process of communication is very important in the change management process and the argument advanced in this regard is related with trhe step 9 of Jick’s model It has direct impact on the effective implementation of change management (Ates, & Bititci, 2011). The process of monitoring change process has close connection with the step 6 of GE’s change model. It emphasis on the acceleration process that matches with the monitoring aspect and it also argued to match with step 7 of kotter’s model. The integration of lesson learned is argued to not match with any of the three change model discussed above but provided useful way to learning and reflection.

Conclusion and Findings

Based on the above discussion and argument it can be concluded that use of storytelling via metaphor related with the ship embarking approach toward hazardous journey  provide the change management as identified  at the defence firm used by the company selected by the author. It covers the twelve steps namely idea and related context, change initiative definition, evaluating change climate, change plan development, identifying and developing sponsor, preparing target audience, developing cultural fit to sustain the change, selecting a change leader team, motivate by appreciating small wins, communicate constantly, monitoring the change process and integration of lesson learned (Metre, 2009). Based on the findings it is evident that the change model of the author is able to facilitate the required support and assist to ensure the change management process in the company. So combination of the theoretical and practical aspect related with the change model is more effective as established in 12 steps that mixes the three change model.

Implication of Change Process on Managers/Management

The implication for managers/management during organizational change processes is significant as they play a crucial role of coordination with the top management, change management team and employees of the organization. The managers should use the 12 steps not just as sequence but more as integrated, iterative so that it can assist them in improving the effectiveness of the change process (Cruickshank, & Collins, 2012). The implication of change is related with improving the performance and efficiency of people and process in the company and it will have a positive support for the managers and management if the change process tends to be well accepted by the employees while it will impact negatively if the employee and change recipient oppose the change management process. The managers can use the change management process and the 12 steps to increase the positive impact of the change management process.

Critically Analyze the Argument in Terms of Strength

On critically analyzing the argument in terms of strength it can be stated that combining the theoretical and practical aspect of change management by using the change management model namely Kotter’s eight step model, Jick’s 10 step model and GE’s seven step model along with mind mapping and learned lesson and designing a change process like the 12 step process explained in the article can help in implementing the change management process effectively and reducing the chance of failure (Cruickshank, & Collins, 2012). The rationale behind the strength is it combines managerial, scientific, technical and interpersonal skill of the change leaders and its team and seek the support of the change recipient that makes the change implementation more successful.

Critically Analyze the Argument in Terms of Weaknesses  

On critically analyzing the argument in terms of weaknesses it is found that identification of idea as to what is the need for the change, the rationale behind introduction of new product to improve performance and innovation strategy to gain competitive advantage by the manager not done properly can lead to the failure of the change management process and the combination of theoretical model and practical experience also cannot help in avoiding the failure so the step one as stated in the twelve step model is crucial step for the success of the change management process and the leader and the change team needs to plan properly in this step of change management (Jaca et al., 012).

References

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