1. To Change … or not to
Change?
What starts with a good
“IDEA”?
Becomes a
“Necessity”?
……. And not a
“Catastrophe”?

2. What are the Facts of the
Change?
THE ORGANISATION ITSELF
ü DAY TO DAY REALITIES
ü What are the Departmental • Culture
breakdowns • Function
• Structure
ü GEOGRAPHY & DISTRIBUTION
ü Where ? National, city centre
ü SIZE OF ORGANISATION
Cost
ü How are the Team structures
??
ü PEOPLE WITHIN
ü Who are the Personalities
ü Where is the Authority • Timing
• Necessity
ü PURPOSE OF ORGANISATION • Projection
ü What do they do?
ü Who do they target?

3. What are the influences to the
PATTERN
Change?
& (and performance improvements)
ATTITUDE
Strategy
for Markets
Change
Structure of
Environment
Business Culture
Processes
People
COGNITIV
BEHAVIOURAL E
Processes (Processes)
(Growth and Change for Organisations, ITAA, 2006 – Thomas Steinert’s Mapping of active and reactive context-element-Influences)

4. How are the Changes
Sabotaged?
TIME
Third Parties to Power
Organisation structure
Saviours & CHANG
Reframing
Scapegoats E
Interventions Discounting
Games

5. What can we do as TA
Practitioners?
Boundaries Change Designing
Problem
Solving Helicoptering
CHANG
E
Role
Understanding Solution
Implementing
Faith in Change
Support
change

6. Question; ……..
How would you assist an
Organisation where the ‘risks’
involved in transformation
begin to overtake the ‘necessary’
urgency for change?