Notesale: Turn your study into money

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Kotter’s 8 phases of change 1996 – *1
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Buchanan et
al 2005 supports this, stating that the timing, sequencing and pacing of
events can also be fateful for sustainability
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Who have power from a variety or sources and encourage them to
champion the initiative
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* 3
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Washington & Hacker 2005 found
that managers who understand the change effort are more likely to be
excited and less likely to think it will fail
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*4
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Communication is critical as it reduces uncertainty (Bordia et
al 2004) decrease ambiguity and can affect the type of negative/positive
responses to change (Nelissen and van Slem 2008)
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Continually check for barriers
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Klidas et al (2007) study of employees in
luxury hotels supported this and found supervisor attitudes and training
play a role in employee empowerment and can become a barrier
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These should be achievable with little room for failure
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Continue with change (eg launch 10 products rather than 1)
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Continuous efforts so it is seen in all aspects of the organisation
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*(Appelbaum et al 2012) found that the model was as significant in 2011
as it was in 1996
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Also found that it is not prescriptive in how to deal with
difficulties
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Their analysis revealed the need for building multiple guiding coalitions
on multiple occasions to deal with different aspects of the change
process
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The decision will be in the middle
options that require consideration during change
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A score of 1-5 will then
elements: Outer circle- comprises of change contexts
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Scope, Time, important)
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The side with the
existing change models
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This theory places emphasis on the
and Preservation are rarely mentioned in other models
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Driving forces tend to initiate change or keep it going
multi-disiplinary approach, that the design choices whereas restraining forces act to restrain or decrease the driving forces
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Change Curve - Originally created by Kubler-Ross in the 1960s to explain
the grieving process but has been widely utilised as a method of helping
people understand their reactions to significant change or upheaval
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Individuals who have not previously
experienced major change may be particularly affected at this stage
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Stage 2 – Anger (suspicion, scepticism, frustration) & Depression (apathy,
isolation, remoteness)
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There is a
tendency to fixate on small issues and problems and change genuinely hits
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Providing staff with information about the change curve
underlines that emotions are usual and shared
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During the early part of this stage, energy and
productivity remain low but slowly show signs of recovery
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Individuals
will respond well to being given specific tasks and responsibilities,
however, communication remains key
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It is not uncommon for the return of the
earlier stages is support drops

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