Page 42 - DMGT520_ORGANIZATION_CHANGE_AND_DEVELOPMENT

Unit 3: Models of Change

Notes
Figure 3.5: Model of Perceptual Transition Management

(Buchanan & McCalman), 1989
THEORY PRACTICES

Interlocking Processes

Trigger layer Opportunity, threat, crisis.

Clarify, express, communicate

Vision layer Define the future (including structure)

Challenges, excitement, innovation

Conversion layer Persuade, recruit disciples
Detail the structure

Maintenance and Sustain and enhance belief

renewal layer Reinforce and justify

Regression avoidance (ritual)

Transition management suggests that organisations have to plan for, divert resources to, and

implement four sets of interlocking processes. These are designed to implement, to sustain, and
to build on change and its achievement in an attempt to address the issues associated with
change over time. The argument here is that these layers – trigger, vision, conversion and
maintenance
and renewal – are necessary processes that occur in change management. The
respective emphasis and priority attached to each of them will alter overtime, but recognition of
their existence goes a long way in determining the management action needed.
The model of perceptual transition management starts out with a number of questions. How do
we explain successful change? How do we explain changes in organisations that were doomed
from the start? How do we explain changes that are initially successful but wane or fizzle out
halfway through? Effective large-scale changes demand a series of management actions linked
to the four interlocking layers or processes (Figure 3.5).

In terms of trigger layer, it is necessary to understand what is causing a need for change in the
organisation. These triggers need to be expressed in a clear way and communicated throughout
the organisation.

Example: Poor trigger identification and communication processes are best seen when
the first that employees know of the difficulties facing the organisation is when they are called
in to discuss redundancy terms.

People are generally willing and able to deal with change but many managers do not understand
this. They are afraid that change is associated with some form of failure and feel they need to
hide the changes. People will accept change when they know it is necessary and accept the
explanation for the need for change.

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