LEAD 707

1. © Julie Hodges and Roger Gill

2. Chapter 7
Planning and Implementing Change
© Julie Hodges and Roger Gill

3. Learning outcomes
• Evaluate the linear approach to change
• Identify the key elements of an implementation
plan
• Appreciate how to monitor and control change
• Identify success factors for implementing change
© Julie Hodges and Roger Gill

4. Linear change models
• Beer’s (1990) Six Steps for Change
• Kanter et al’s (1992) Ten Commandments for
Change
• Kotter’s (1996) Eight Step Process for
Organizational Transformation
• Lueck’s (2003) Seven Steps for Change
© Julie Hodges and Roger Gill

5. Characteristics of effective plans
• Purposeful: the planned activities are clearly linked to the change
goals with priorities.
• Task-specific: the type of activities involved are clearly identified
rather than broadly generalized.
• Integrated: the discrete activities are linked.
• Temporal: events and activities are timetabled.
• Adaptable: there are contingency plans and ways of adapting to
unanticipated opportunities and problems.
• Agreed: by senior management, and other key stakeholders, as
required.
• Cost-effective: to avoid unnecessary waste.
(Beckhard & Harris, 1987)
© Julie Hodges and Roger Gill

6. Project Management Approach to change
• Purpose
• Goals
• Plan
• Monitoring and control processes
• Evaluation
© Julie Hodges and Roger Gill

7. Monitoring and controlling change
www.bridgesconsultancy.com/consultancy/proprietary.html#ImplementationCompass
© Julie Hodges and Roger Gill

8. Critical success factors for a change
plan
• Shared vision of the desired future
• Unified management
• Concerns allowed to surface
• Content and process management
• Realistic time and resources
• Regular and open communications
• Systems and rewards support change
• Commitments are honoured
• Right people in key roles
• Involvement of those affected
• Leaders offer support
• Measurement
• Appropriate skills, knowledge and attitudes of staff
• Effective organizational ‘scaffolding’ (a good transition management plan)
© Julie Hodges and Roger Gill

9. Summary
• Linear models provide a structure but simplistic
approach to managing change.
• Implementing change is a cyclical process
• The implementation compass provides a
framework for monitoring and controlling change
© Julie Hodges and Roger Gill

10. References
Beckhard, R. and Harris, R. (1987) Organizational Transitions: Managing Complex
Change, 2nd edn. Reading, MA: Addison-Wesley.
Beer, M. (1990) Leading Change. Cambridge, MA: Harvard Business School
Publishing.
Kanter, R., Stein, B. and Jick, T. (1992) The Challenge of Organizational Change:
How Companies Experience It and Leaders Guide It. New York, NY: Free Press.
Kotter, J.P. (1996) Leading Change. Boston, MA: Harvard Business School Press.
Luecke, R. (2003) Managing Change and Transition. Boston, MA: Harvard Business
School Press.
© Julie Hodges and Roger Gill