The Change Success Model There are only two fundamental people related issues which need to be addressed as part of any organisational change: Capability Motivation People can either be unwilling or unable to change and possibly both. Can they change? Will they change? The challenge is to be aware of the factors that are creating these obstacles to the behaviors desired, and then to implement the capability or motivation programs necessary to achieve them. If the levels of capability and reinforcement are out of balance, people will become discouraged: as when they lack the skills or tools necessary to earn new incentives, or find there are no rewards associated with achieving new performance goals. And the desired outcome will not be realised. Example: GMP can train their staff to perform any number of new ways. But unless they have the opportunity/space to demonstrate those behaviors; those behaviors are monitored and measured; those behaviors are rewarded, GMP staff will never demonstrate their new skills. Addressing only one element of capability and none of the motivational issues will result in failure. In order to succeed, Training and Development needs to be supported by the context in which it exists. As a branch they can address the skills element of ‘Capability’ but the other elements of the Change Success Model need to be addressed by the wider organisation if operational success is to be achieved.
