Page 34 - DMGT520_ORGANIZATION_CHANGE_AND_DEVELOPMENT

Unit 3: Models of Change

functioning of teams, departments, divisions or an entire organisation in some important way Notes
(Cummings& Worley, 1997).
Effective planned change efforts are often characterized by some common characteristics.

Example: Effective change programmes may involve.

 Motivating change by creating a readiness for the change among employees and
attempting to overcome resistance to change;
 Creating a shared vision of the desired future state of the organisation;

 Developing political support for the needed changes;
 Managing the transition from the current state to the desired future state; and
 Sustaining momentum for change so that it will be carried to completion.
The initiatives required to address each of these aspects of a change programmes are summarized
in Figure 3.1
Figure 3.1: Initiative Contributing to Effective Change Management

Motivating change
 Creating readiness for change.
 Overcoming resistance for change.

Creating a vision
 Energizing commitment
 Describing a desired future state

Developing Political Support
Effective
 Assessing change-agent power
Change
 Identifying key stakeholders
Management
 Influencing stakeholders
Managing the Transition
 Activity Planning
 Commitment Planning
 Management Structure

Sustaining Momentum
 Providing resources for change
 Building a support system for change agents
 Developing new competencies and skills
 Reinforcing new behaviours

Similarly, the conditions necessary for successfully carrying out effective change programs
include the following:
 The organization’s members must be the key sources of energy for change, not some party
external to the team or organisation.

 Key members of the organisation must recognize the need for change and be attracted by
the potentially positive outcomes of the change programme.
 A willingness to change norms and procedures must exist (Porras & Robertson, 1992).

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