Understanding The Business Process Change

Understanding The Business Process Change
Understanding Business Process Change
To speak intelligently about the importance of understanding business process change as it relates to
employment, it is important to define what business process change means. In the simplest of terms,
business process change is a modification to a company's existing business process. This process
could be manual, automated or both. The goal of such changes are to improve the performance and
productivity of a company. Advances in technology and globalization are two of the major drivers
behind the increased popularity of business process change. "Change and relentless competition
calls for constant innovation and for constant increases in productivity... both call for an intense
focus on how work gets ... Show more content on Helpwriting.net ...
After reviewing the videos, I realized that these changes could affect my department but did not
realize to what extent. Had I fully understood the ramifications of these changes, could I have taken
a few precautions? Possible but there is no guarantee. Concerning future employment plans, I hope
to be on the positive end of any upcoming business process changes be it formal or informal.
Organizational change: Formal or Informal
In terms of organizational change, business process changes is a part of the overall process. It also
includes reviewing and modifying management structures. Therefore, it is understandable why the
term "organizational change" is often synonymous with the term organizational structure. Moreover,
organizations have both a formal or informal structure. In today's evolving business environment,
globalization, technological advances, changing consumer demand, economic conditions and
competition are significant drivers that change how businesses operate. Characteristic organizational
change can include three main stages: establishing the need for the change, implementation of said
change and monitoring the change. Regardless of the scope and impact of the organizational change,
the need for formal process changes are key to effective organizational change.
Formal process
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How to Implement the Change Process
How to Implement the Change Process
I chose to pursue a degree in Social Work because I have a deep passion for helping people figure
things out and get back on track. I have always tried to help people in the simplest ways without
being over intrusive and giving them the respect and dignity they deserve. As a teen I found joy in
the slightest things like helping people fill out and submit job applications, filling out medical
forms, and explaining to them the process for things such as obtaining Medicaid, food stamps, their
food handlers card and even on where and how to apply for your driver's license. These things may
seem trivial but I guarantee that for many people this was a huge help. Working with people is not
just something that ... Show more content on Helpwriting.net ...
First, you must decide if you are the appropriate person to be helping this client or if you should
refer her to someone else. For example, if you are a social worker, you cannot perform the duties of
a detective, or a doctor, but rather you find the appropriate help for the client. If you decide that you
are the correct person to help then there usually is a process to take on the case. When applying for
food stamps, in order for someone to be eligible for those services, you must fill out an application
and a questionnaire regarding your income as well as other personal information. Depending on
your level of income, they will notify you whether you qualify for assistance or not. It is the same
thing with any agency; you must meet their criteria for eligibility before they are able to render
services (Zastrow, 2010).
So now, you have a client that you need to help. Throughout the duration of your relationship, you
need to be able to communicate with this person and anyone else involved effectively both in
writing and in person. In many professions, you usually have to consult your decisions with a
superior; Social Work is not the exception. Social Workers must learn to see supervision and
consultation as a beneficial tool for themselves and for their clients (Zastrow, 2010). For the most
part, social workers write many reports, to the courts, to different agencies, for the client, and
everything must be consistent to

The Change Process Essay
At the beginning of the change process, a crucial aspect for Ghosn was the importance and the need
for an open communication in both directions: from upper management to lower management and
vice versa. Before he took over the position of the COO at Nissan, he traveled to Japan to gather
information from the lower–level management up to the top–level management.
Clampitt, DeKoch, and Cushman outlined different communication strategies, which can be found
in Ghosn's communication style. They authors defined the communication strategies based on
"communication effectiveness" and "amount of informational transmitted" and emphasized that
leaders can use the strategies simultaneously (Palmer et al., 2009, p. 305). In the case of Nissan,
Ghosn followed the device of transparency to regain credibility, and thus he transmitted an
enormous amount of information. Furthermore, the communication effectiveness was middle to high
since Ghosn provided detailed information to the people involved in the change. He wanted to avoid
confusions, and thus he shared a maximum of information (Hughes et al., 2003, p. 6). Ghosn also
engaged people being a part of the change discussion, as an example: He defined the CFTs, which
had the challenge to identify the change actions and obstacles. Thus, Ghosn's communication
strategy (at least based on the case study) was a mix of "tell and sell" and "underscore and explore"
(Palmer et al., 2009, p. 306).
Plamer et al. (2009) introduced various questions,

Kurt Lewin ( 1947 ) Divides The Change Process Essay
Answer 1.
Kurt Lewin (1947) divides the change process into 3 steps. Unfreezing, Changing and Freezing. It is
a very simple and practical model for understanding the change process. It is widely used and is a
basis for many change models. He widely stages them as follows:
a) Creating the perception that change is needed.
b) Moving towards the new desired level of behavior.
c) Solidifying the new behavior as the norm.
UNFREEZING
Unfreezing raises an initial awareness of the need for change. It is the first step in the change
process. As many people will resist change the goal during unfreezing is to create awareness as to
how the current level is hindering the organization in some way. Old behavior, ways of thinking,
procedures and process followed, Human resource, Organisation structure must be carefully
examined to clarify the people in the organization the need for change to maintain competitive
advantage. The Proprietor needs to convince his people the logic behind change and how it will be
beneficial at Individual and Organisational level. Besides Lewin states that people should be
motivated to accept change
As an owner of Pink Donkey catering Ltd who wants to open his own restaurant and bring major
change in the way business is done, I would emphase on Unfreezing as a first step in change
management process. I would convince them the urgency and necessity for change, as catering
business we were able to reach limited customers but now the demand has increased, my aim is

Change Of Software Development Process
There was a need to change our software development process to something that was more
transparent, collaborative and iterative. There were few options available that suited our needs
however it wasn't an over night change in methodology. We tried few options like Feature Driven
Development methodology and also for Rapid Development methodology for some user experience
focused applications. However the neither of those were successfully able to resolve effective work
partition and collaboration between teams physically located in different geographical locations.
This led us to try some other agile methodologies like Scrum and Extreme Programming. We were
successful in resolving a lot of management issues with scrum. Extreme programming ... Show more
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Under Extreme programming developers would pair and only the code that is deemed best by both
the developers gets submitted to central repository. We also experimented with Test Driven
Development in Extreme programming methodology and found it very useful.
Solution Implementation
Since past two years we have been using, under the umbrella of Agile, Scrum with Extreme
programming for new application layer teams and Kanban for service layer as well as production
support teams. The implementation started with lot of training for Scrum. Not only we hired trained
scrum masters, we sponsored a lot of technical as well as business leaders to take Scrum Master or
Product Owner certification. There was task force setup to form move Agile Transformation
initiative with well–defined goals. It also took lot of real estate restructuring within our office space.
Since all the technical teams were transformed into scrum there was not need to have office
cubicles. Hence the whole floor was transformed into multi group tables where each team sat on one
table. All the developers were also provided laptops to be flexible in moving across teams if there
was need to stand up or tear down a team. Training was the key aspect to make Agile transformation
successful. There was multiple mandatory training sessions setup for all employees. Also each teams
were assigned an agile coach to ensure the concepts were clear

Factors Influencing The Change Process
Introduction Change is an important part of organizational life and is affected by a multitude of
complex factors both within and without the organization. While numerous theories exist to explain
the change process, the organization and leadership within an organization, the change process fails
more often than not (Gilley, McMillan & Gilley, 2009). The purpose of this paper is to examine the
factors limiting the change effort and how to transition to successful change. Change Defining the
change process in an organization is an important aspect in determining whether the change was
successful and how the process can be improved. It is also important to understand why change is
necessary. According to Goodstein and Burke (1999) the ... Show more content on Helpwriting.net
...
To understand the change process, many models have been developed. The seminal work in the field
of change theory is that of Kurt Lewin in 1947 where he defines three steps for successful change:
unfreezing, movement, refreezing (Gilley, McMillan & Gilley, 2009; Goodstein and Burke, 1991).
Many models have followed and expanded on Lewin's three steps, including models by Burke and
Litwin (1992), Nadler and Tushman (1980), and Tichy (1983) however all of these models have
been criticized for being too linear while the change process is clearly not (Gilley, McMillan &
Gilley, 2009; Goodstein and Burke, 1991). In addition to the models that explain the change process,
the type of change that the organization is going through also plays a role. In their review of
literature Gilley, McMillan & Gilley (2009) identified three types of change: transitional,
transformational and developmental. Transitional changes are small changes, transformational are
radical shifts and developmental are continuous changes. Goodstein and Burke (1991) see two
different levels of change as well and call them fundamental, which is similar to the
transformational change identified by Gilley et al. and fine–tuning which is similar to the
transitional changes identified by Gilley et al. Likewise, Weick and Quinn (1999), basing their work
on

Managers and the Process of Change Essays
Managers and the Process of Change
The desperate call–to–arms, "Change or Die"– which can be heard echoing down the corridors of
businesses everywhere – is evidence that leaders have recognised the need to change. Managers
know that companies must be fast, flexible, responsive, resilient, and creative to survive. Most also
know that current mind–sets, techniques, and tools are ineffective for creating such an organisation.
These people are displaying the talents required to successfully negotiate change. They are aware of
the limitations around or within themselves and are willing to learn the necessary skills required to
succeed as change managers.
Change is the process of moving from one state to another. Just as moving house requires ... Show
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With these points in mind we then consider organisations and their nature.
Organisations – their nature and culture.
Organisations are living social organisms, each with its own culture, character, nature, and identity.
Every organisation has its own history of success, which reinforces and strengthens the
organisation's way of doing things. The older and more successful the organisation, the stronger its
culture, its nature, its identity becomes.
They are "communities of people with a mission" (Putman, 1990 in Buchanan and Huczinsky,
1991), not machines. The basic nature of a living social organism is naturally more fundamental,
deeper in the hierarchy, and therefore much more powerful than business work processes, financial
systems, business strategy, vision, supply chains, information technology, lean manufacturing,
marketing plans, team behaviour, corporate governance.
All of these phenomena are important. But they are less fundamentally important than the basic
nature of organisations as living social organisms. This critically important reality must be where
any intervention starts. When this occurs, the intervention has a chance of working. To enable this
managers must be able to combine their knowledge of the above systems with response ability. If we
look at Figure 1, it demonstrates

Change Within Organizations, A Necessary Process For Its...
Introduction Change within organizations is a necessary process for its growth. According to Van de
Ven & Sun (2011), it is very important for any change being made to be consistent with the
organization's long–term goals. Misalignment of the firm's goals with the proposed change will
cause breakdowns and gaps in the process. ABS Corporation is currently undergoing an
organizational change, on how services are being offered and delivered to the client. The firm is
moving from a holistic model, to a variable model, allowing the implementation team to customize
each service to the needs of the client. This model will also allow the implementation team to design
services according to the client's price. The model is designed to increase ... Show more content on
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It is at this stage that frustrations and anger will occur as employees feel uncomfortable and scared.
Also this stage forces the organization to rethink its behavior and values in order to adjust to the
coming change. Two factors play a huge role in the success of the change at this stage:
communication and time. Paun (2014), views time as necessary is order to people to not only
understand the coming change, but adapt to the change. Communication makes employees feel
important throughout the process. For the past ten years, ABS Corporation has been operating under
a holistic model with customers. This model did not allow the sales department to sell the
appropriate solution to the clients, nor did it allow the implementation department to design a
solution that best fit the clients. Although the productivity was favorable, the quality provided to
clients were not up to the industry's standards. Also the firm did not properly maximize the provided
resources as there was no clear direction for selling and designing solutions. After further research,
the variable model will be introduced within the coming months. This model will provide a more
customize service to clients. In designing this product, the firm's mission– to provide the best level
of service and products, was taken into consideration. The variable model is made up of three
packages: the silver,

The Change Process And How Change Affects People
The people involved in the change process and how change affects people Change is an ever present
feature in the life of an organization. Change can happen in any forms and sizes, with the aim that it
will positively benefit an organization. Unfortunately, managing change is one of the biggest
challenges for business leaders and managers. Burnes (2011, as cited in Lawrence, 2015) reported
that 70 per cent seems to be a common number associated to change failures, based on change
studies done over the last 40 years. Why such a high rate of failure? The answer is 'poor
management'. Very often those responsible for managing change tend to neglect some of the
important factors of the change process, and it has been found that 'people' is the key to success.
Over the years, many useful change process models have been developed, and irrespective of the
model, if 'human issues' are not addressed thoroughly, negative outcomes can be expected. This is
simply because change affects people, and we all react to change differently. We should not ignore
the fact that change is made by people and eventually change will have an implication on how
people do things. According to Gilgeous (1997), people in an organization involved in the change
process can be classified in three categories: change sponsors, change champions and change
players. Change sponsors are the ones who have the authority and responsibility to command
changes. They identify what changes need to be done and to what

Making A Change For A Better Process
Making a Change for a Better Process Healthcare is under constant reassessment because of daily
innovation. With this assessment comes the realization that one process has better outcomes than
another indicating the need for change and change. Since change is only as good as the planning that
goes into it leaders in nursing must be prepared to manage change properly and effectively. The
purpose of this paper is to identify an inefficiency in an organization and develop a change
management plan in accordance with the organization's mission, vision, and values. This change is
based on principles from Lewin's theory of change and diffusion of innovation with clear steps to
follow involving all of those affected by the change.
Identified Problem While teaching the medical–surgical internship several new graduates expressed
concerns about a behavior on the unit that led them to question the specifics of scope of practice.
Specifically, electronic order entry has emphasized the problem that physicians have been asking
that telephone and verbal orders be used as an alternative to directly entering orders. Doctors would
tell the nurse in person to order a lab or medication for a patient as opposed to writing it in the chart
or directly entering the order into the system. Some nurses may not see issues with this practice, but
the truth is that this practice greatly increases the likelihood of errors for the patient. In a systematic
review Nuckols et al. (2014) even found that

Change Process Essay
Step 1: Create Urgency For change to happen, it helps if the whole association genuinely needs it.
Develop a sentiment genuineness around the prerequisite for change. This may empower you to
begin the hidden motivation to get things moving. This isn't only an issue of exhibiting people poor
arrangements experiences or examining extended contention. Open a reasonable and influencing
trade about what's happening in the business focus and with your restriction. If numerous people
start examining the change you propose, the urgency can build and devour upon itself. What you can
do: Identify potential perils , and make circumstances showing what could happen later on. Examine
openings that should be, or could be, abused. Start ... Show more content on Helpwriting.net ...
What you can do: Identify the bona fide pioneers in your affiliation, and also your key accomplices .
Ask for an energetic duty from these key people. Work on amass working inside your change
coalition. Check your gathering for fragile ranges, and certification that you have a better than
average mix of people from different workplaces and unmistakable levels inside your association.
Step 3: Create a Vision for Change When you at first start considering change, there will probably
be various remarkable considerations and courses of action drifting around. Association these
thoughts to a general vision that people can understand easily and review. An unmistakable vision
can enable everyone to appreciate why you're asking for that they achieve something. Exactly when
people witness firsthand what you're endeavoring to finish, by then the orders they're offered have a
tendency to look good. What you can do: Determine the qualities that are indispensable to the
change. Develop a short summary (possibly two or three sentences) that gets what you "see" as the
inevitable destiny of your affiliation. Create a framework to execute that vision. Ensure that your
change coalition can portray the vision in five minutes or less. Practice your "vision talk"
consistently. Step 4: Communicate the

The Change Management Plan Is A Very Important Process...
The change management plan is a very important process that helps a business owner. The plan is
used when an organization wants to implement some change to a process or to a system. It ensures
that the plan is effectively implemented. As much as the plan is important it is designed to be used
alongside the project plan. The management plan is divided into six steps or 3 stages. The 3 stages
are Stage A (step 1, 2, 3), Stage B (step 4, 5), Stage C (step 6). They are all broken down into steps
as follows.
The first step in the process is identifying the change that is to come with tracking sales. Here, one
will be able to define the current state, classify the size and the features of the change, describe what
to expect in the upcoming future, and recognize the thought of shifts, and the structural willingness
to change.
Different types of change are as follows: the process change, policy change, the changed job roles,
system change, and the scale of change along with the speed of change– fast or slow.
I will also describe the motive for the change. The main motives for the change in the sales tracking
is to improve efficiency while reducing cost. The scope of the change should also be discussed. As
for this case, the sales department is the only department to be affected. The sales executives will
need to learn a new system. I am required to explain to the sales staff where we are right now and
where we intend to achieve with the new changes.
There will be need for the sales

Change Process Theories
Change Process Theories: A Review
Outline
Introduction
Four types of Organizational Change Theories: Van de Ven and Poole Dialectical: Kurt Lewin
Evolution: o Lippitt, Watson, and Wesley o Bartlett and Kayser Teleology: o Edgar Schein o
Prochaska and DiClemente Life Cycle: Ichak Adizes
Conclusion
Introduction An enduring quest of management scholars is to explain how and why organizations
change. The processes of change or sequences of events have been difficult to define, let alone
manage. Researchers have borrowed many concepts from many fields of study, including sociology,
biology, and physics. Van de Ven and Poole (1995) proposed four categories of organizational
change: ... Show more content on Helpwriting.net ...
p 134). Phases three, four, and five are an elaboration on Lewin's moving stage, and can be grouped
together under the heading: moving toward change. These straightforward phases are (3)
Clarification or Diagnosis of the client's problem (4) Examination of the Alternative Routes and
Goals and Establishing Goals and Intentions of Action, and (5) Transformation of Intentions into
Actual Change Efforts. Lippitt et al. return to Lewin's Refreezing stage with phase six: The
generalization and stabilization of change. A critical factor in the stabilization of change is the
spread of change to neighboring systems. A change is much more likely to be retained if reinforced
by colleagues' usage. The final phase, achieving a terminal relationship, focuses on preventing a
dependency on the change agent for support and developing a form of client self–reliance for future
problem–solving. Lippitt et al. issue a final caution, noting that the seven phases present are not
always sequential, and the phases can overlap or repeat themselves throughout the change process.
Bartlett and Kayser (1973) propose that successful change depends on a reactive redistribution of
power within the structure of an organization. This power redistribution optimally occurs through a
six phase series of stimuli and reactions. Stimulus 1: Pressure on top management takes the form of
both internal

Change Management Process In The Movie Miracle On Ice
In the movie "Miracle on Ice", Coach Herb Brooks takes his team in the National Hockey League
through the Kotter's 8 Step Change Management Process to become successful in the Winter
Olympic Games of 1980. Many of Herbs' actions and techniques seem to be unorthodox at first, but
people soon began to realize that the changes that were made did in fact make a difference. These
changes led to the USA victory against the Soviets and all together the 1980 Olympics. This paper
will discuss how Brooks takes the organization through these 8 changes. The first step in the change
process is to create a sense of urgency. Coach Herb originally starts this step out in his interview for
the head coaching position of the USA team. He brings to the table that he wants to change the
entire process that the teams usually go through. These changes include not relying on players that
just have talent, using a team chemistry to drive teamwork, longer/harder workouts, use different
playing strategies and using less experienced players. These created a sense of urgency to the board
he was presenting to because using less experienced players while initiating changes that had never
been done before would possibly take longer and need more work than their usual process.
Secondly, forming a powerful coalition would be the next step in the change process for Coach Herb
to follow, which would include getting people to support the changes he is going to make. In the
beginning, Herb did not have much

Changes Affecting The Aging Process
My DRI varied from my current age, to being a ten year old school ager and finally ninety year old
elderly women. My recommended daily intake didn't change much between my current self,
compared to my elderly self. But it did look like I did look like I could lessen my calorie intake with
my fiber and carbohydrates. But with my ten year old self it showed that I needed more fat total K
calories. As I aged, changes occurred in my body that could affect my nutritional needs. The aging
process affects my body's absorption of many nutrients. For example, I'm less able to absorb
nutrients such as calcium. My body also excretes, and eliminates, more nutrients. I've noticed that as
a 90 year my body is starting to have different needs, so certain

Change Process Paper
Procedure Change Process Objective: The objective of this document is to provide a guideline to
implementing procedural or organizational change. This document addresses the different types of
change and how to address possible resistance. Depending on the type of change, each will have its
own different type of resistance. This document should be used as a guideline to address the
necessary steps required to ensure a seamless transition to organizational change. It should also be
used to address any issues or concerns that may occur during the organizational change. Teleological
Process Change (Planned Change) Teleological change model is an ongoing process which goals are
identified then evaluated and implemented. This is done by a group ... Show more content on
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Address the reason why a change is needed and when it will be implemented. In this theory, a
meeting is best to proactively approach the idea of a change. In the meeting, address why change is
needed. If there is a product sold at another company that is reducing down sales, consider the idea
of either improving the current product or adding additional products. Also, consider a meeting to
allow everyone to bring their ideas to the table. If everyone is on board and feel they are part of the
change, they are more willing to participate. (Umble 2014). This engages the employees making
them feel a part of the team and the change. The perception is that they are part of the change and
will have job security. Allow everyone to come to an agreed decision of what changes need to be
made and how it can be improved. Be sure to include everyone in the decision making. Possible
Resistance Possible resistance to this change is that some people will not see that there is
competition or they may feel that the current product is a good product and it does not need to
change. To address this resistance, provide facts of the sales. Pull public sales numbers from the
competitors and compare it to the company to show that the other organization is gaining

Kotter's Eight-Stage Change Process
a. What is the most significant thing I learned this week?
During this week, I learned four through six of the eight–stage change process by Kotter. Those
stages are communicating the change vision, empowering broad–based action, and generating short–
term wins. Moreover, I learned common tips for communicating change. In those tips, there are
many ways employers can use to communicate better with employees, which makes employees feel
comfortable and safe in the workplace. Also, in communicating the change vision, there are key
elements in the effective communication of vision, which are simplicity, metaphor, analogies,
examples, multiple forums, repetition, leadership by examples, explanation of seeming
inconsistencies, and give and take. Empowering ... Show more content on Helpwriting.net ...
For example, I had a client I work for, she was 83 years old and had two caregivers a day. Also, she
was sometimes confused. One day, she contacted our supervisor and told her that one of her
caregiver sleep at her house during her care. Sometimes she called her other caregiver my name or
called me her name. So, the supervisor asked her the caregiver's name and she said mine. My
supervisor called me the next day and told not to go to work until she told me to do so. I was
suspended, and I did not have an idea what I did long. After a few weeks, I started working to
another company, the supervisor contacted me and told they had another case for me. I asked her
why she suspended me and she told me that the client did not want me to work with her because I
sleep during working hours. Also, she told me that they fund it out it was not me. Asked why she did
not ask me before she made her decision, and she told me that she must believe what her clients told
her. I love the company, but I had to move on because they did not tell me what I did wrong. If they
could use those communicating tips or told me what I did wrong, I would explain to them. Some
organizations must believe everything clients tell them, and they don't want to hear employees' side.
This makes them lose employees just for

Comparison Of Theoretical Strategies For Business Process...
Construct a fully referenced literature review to compare and contrast theoretical strategies for
business process improvement and successful change management. All reports must include
references to Six Sigma and Lean.
I – INTRODUCTION
Over multiple years, humans have evolved in many different ways, allowing them to adapt to their
environment. Intellectually or physically mankind has shown facilities to conquer new grounds of
reworking themselves towards better outcomes. In the business world, where theories and strategies
combine, helpfully guiding those thrilling for adventures. Theories are an intriguing way of trying
new experiments and setting an analysis, which might end up being true or shown to be false.
Business Process Improvement (BPI) is a strategic way of planning in order to foresee which sector
of a business has the potential to be encouraged or improved, leading to an overall business growth.
As evolution can be a constant threat and opportunity in the business world, it is a merger role for
managers to be aware and adapt their structure for improvement in order to compete with rival
firms. As W. Edwards says, "It is not necessary to change. Survival is not mandatory". (Jacobson,
2015) On the other hand, Successful Change Management (SCM) is a kind of approach to redirect a
process within an organisation or the organisation itself towards its allocation of resources, budget,
modes of operations etc. It reshapes the company through a more efficient

A Formal Change Management Process
recommendations
Based on the research and analysis conducted, four key recommendations are offered.
Formal change management processes
A formal change management process should be developed and implemented in order to allow a
consistent methodology, tools and language to be applied to relevant initiatives. Although effective
change management also requires the development and application of a unique set of soft skills such
as conflict management and negotiation, a formal process would provide the first step in helping
employees become familiar with how change should be planned and introduced in an organisation.
It is also important that change management processes are supported, utilised, and promoted
throughout all levels of the organisation.
Encouraging deeper engagement with change efforts
Procedures and processes don't always guarantee success; employees can comply with procedures
and processes in different ways. Superficial compliance with a process to 'tick the boxes' is not the
same as actively engaging in a process to ensure a task is carried out in the most effective way
possible. For example, one of the most prominent issues identified in this case study was that of
perceived inauthentic stakeholder consultation. While there were pockets of genuine efforts to
engage with stakeholders, a unified and consistent effort was lacking. Readiness for change is
created on a sound foundation of mutual trust and respect. Authentic and frequent communication
around proposed

A Note On Change Management Process
A Granny flat – Australia
Doc#8 : Change rules
Version 1
08/16/2016
1. Overview
Change Management processes are the fundamental to some successful deliveries of the project. The
Change Management process would ensure that each of the change introduced to project
environment is appropriately well–defined, evaluated and also approved prior to the implementation
phase.
Change Management will also be introduced to the project, so through the implementation phase of
the five key processes:
– Formal process for submission and the receipt of some change requests
– Formal process for review and logging of several change requests
– Formal process for the determination of feasibility of the change requests
– Formal process for approval of several change requests
– Formal process for the implementation and the closure of such change requests
2. Change Process
The most important process is to Provide such a diagrammatic representation of processes and the
procedures to be undertaken to the initiate, also implement and review effects of the changes within
the whole project.
2.1. Summary
The diagram provides a brief overview of change processes, and procedures in order to be
undertaken to do effectively manage the project–related changes. So, Change Management roles
have also been allocated.
2.2. Submit Change Request
This processes provide an ability for any member of project team in order to submit such a request
for the change to project. Hence, the following procedures should be

How Change Is A Process
Change is a process. The diagram shows how change can be broken into three sequential states,
however the length of this process will be determined by factors such as the extent or degree of
change involved. Organisations have different preferences regarding the time taken, but ideally the
change should occur at a speed it can be managed properly. If change occurs too quickly or is
managed poorly some expectations could be (Young, 2014):
Decline in productivity.
Higher employee turnover.
Deteriorating morale.
Employees slipping back into old habits and way of doing things.
Employees developing short cuts to avoid the new methods.
Division between those for and against changes.
Change must be introduced effectively and efficiently to ensure those affected adapt and so that the
benefits of the change are fully realised. Change management involves "identifying and resolving
potential problems that we anticipate – risk management" (Young, 2014). During the three stages
below the following needs to occur to permanently secure the benefits of change:
Unfreezing. In this stage an organisation must be prepped to accept that change needs to occur. This
involves altering and breaking down the current way of doing things in order to develop new
methods of operating; breaking down the the collection of tools, processes, techniques, behaviours,
organisational structures and job roles that constitute how work is done at present (Young, 2014).
Staff need to be convinced that

Managing the Complexities of the Change Process Relating...
Managing The Complexities of the Change Process
Relating To Supply Chain Performance
Introduction
With every industry facing greater turbulence and uncertainty there is a corresponding urgent need
for concepts, frameworks, models and methodologies that provide enterprises with greater
intelligence and agility in responding to threats and opportunities. The unique or special series of
issues that complicate the change process are detailed in this analysis. Of the many industries faced
with the need to be vigilant to change processes and seek out their contributions continually is the
global auto manufacturing industry. Toyota has been able to capitalize on the most valuable aspects
of internal change management in the concepts and methodologies of their Toyota Production
System (TPS) (Dyer, Nobeoka, 2000). Many of the best practices Toyota has created for onboarding
new suppliers reflect the foundational elements of the Parallel Incremental Transformation Strategy
(PITS) methodology (Taylor, 1999). Foremost among these is the need to provide a high level of
agility in organizational change management strategies and frameworks to ensure core areas of a
company stay responsive and focused on supply chain dynamics (Dyer, Nobeoka, 2000). The special
issues that complicate the change process relating to supply chain performance are abundant in the
auto industry, as this analysis illustrates.
Overcoming Challenges That Complicate the Change Process
The auto industry was one

Change Management : Business Process Re Engineering Essay
Change management – Business Process Re–Engineering
Pakn' Save is a very good example of Business Process Re–Engineering done in ordination with
Foodstuff NZ. Pak'n Save came in to form as an after effect of an outing by various Foodstuff
officials to the United States. On that visit they saw operations of Cub Foods worked by SuperValu.
Pak'nSave worked by Safeway, and various other general stores. Foodstuffs then replicated this
configuration in the New Zealand market. The first Pak'nSave organisation was just about was just
about an indistinguishable clone of Safeways's Pak "N" Save chain in Northern California.
(Wikipedia, 2013)
Business Policy – Mission and Strategy
Pak'n Save of New Zealand's follows clear policy of providing lowest food prices, then why should
Kiwis shop anywhere else? Further Pak'n Save loves to capitalize on being proudly New Zealand
owned and operated, their patriotic feeling towards their country has increased their business. (Pak n
Save, n.d.)
Founded in 1985, Pak'nSave is one of the largest supermarket in New Zealand to be ever founded by
local New Zealand. As of March 2013, there are 50 Pak 'nSave stores operating across the North and
South Islands of New Zealand. Pak'nSave key policy is to provide everyday food and groceries at
low prices which they state in their current slogan "Our Policy: NZ's Lowest Food Prices".
Customers are also asked to pack their own bags, and charged for plastic bags in most stores. Many
stores offer boxes set on

Role of Communication & Employee Involvement in the...
1. INTRODUCTION & BACKGROUND
1.1. Introduction
Change, in general, indicates any act of making something different. The factors that necessitate
change in organizations are broadly categorized into people, technology, information processing and
communication, and competition. Some changes in the organization occur suddenly without the
conscious efforts of the people. These are called unplanned changes. On the other hand, some
changes are initiated by the management to accomplish certain goals and objectives. These are
called planned changes. More often, change is met with resistance.
The resistance can be implicit (or covert) or explicit (or overt). Resistance to change can be
classified into individual resistance and ... Show more content on Helpwriting.net ...
In the mid 2007 the Management decided to merge the companies of the Commercial Cluster which
comprised of 5 Companies. The main intention was to increase the performance with synergized
effort as well as to give stronger competition in the industry as the Sri Lankan shipping industry was
collapsing.
The company restructuring created an uncertainty in the minds of everyone where everyone was
clueless what really was happening. With a lot of resistance and heaps and bounds the restructuring
of the Commercial Cluster took place in the beginning of 2008. This study is about the change
procedure took place at ABC, how the management implemented it and how did he staff respond to
it.
(Refer Annexure for the Figure 1 and Table 1 for the Organizational Structure before the
Restructuring and Figure 2 and Table 2 for the Organizational Structure after the Restructuring.)
NOTE:
Further information about the Organization could not be provided since this is a factual incident and
hence the Company name is withheld.
1.3. Research Problem
The Objective of the restructuring was to enhance the productivity of the Commercial Cluster with
the assumption that it could be achieved through the team cohesiveness, where each of the
Companies had positive attributes which could be used to pooled together to achieve better results.

For example, each of the Companies had their own customers. If one approached

Nursing Process Change Paper
The pre–operative stage is an important phase in patient's surgery process. This is the time where the
patients is experiencing a lot of anxiety issues and have questions regarding the impending
procedure. To help ensure good patient outcomes, it is imperative to provide complete preoperative
instructions and discharge instructions (Allison & George, 2014). It is the nurses' duty to safe guard
and protects the patient's welfare during the surgical experience. Effective preoperative preparation
is known to enhance postoperative pain management and recovery. Health professionals need to be
cognizant of the contextual factors that influence patients' preoperative experiences and give context
appropriate care (Aziato & Adejumo, 2014). ... Show more content on Helpwriting.net ...
Before the patients leave the clinic, the primary care nurse will give them a simple instruction such
as doing the blood work, EKG and chest x–ray prior to pre–operative appointments. This is the end
of primary care responsibility for the pre–operative process of patients undergoing surgical
procedures. The accountability of making sure the patient is ready for the surgery is then handed
over to the pre–operative management nurses. Cancellation of operations in hospitals is a significant
problem with far reaching consequences (Kumar & Gandhi, 2012). One of the factors contributing
to this cancelation is the pre–operative process itself.
VASNHS Surgical Specialty Outpatient department has a designated pre–operative management
unit that oversees the patients undergoing surgery. The predicaments stem from various guidelines
or protocol originating from numerous surgeons and clinics. At present, the pre–operative nurses
abide simple pre–op instructions (NPO protocol, medications, what to bring, during the surgery,
transportation, cancellation instructions) for the entire Surgical Specialty Outpatient department.
Surgical procedures are being canceled due to lack of communications and cancelations of patients
prior to surgery date.
The current nurse pre–operative unit is composed of six

Microevolution: A Change In A Population Process
The theory of evolution essentially states how living species change over time. There are various
ways species change, but most of them are based on the idea of Natural Selection, according to our
text (Krogh, D., 2014, p. 307). Microevolution is a change in the recurrence of the alleles in a
population process, which is reliable for the various changes or activity that varies from a norm or
standard of some living species, like the examples of the finches (Krogh, D, 2014, p. 310).
Microevolution happens on a small scale (within a single population), while macroevolution
happens on a scale that transcends or go beyond the scope or limits of the boundaries of a single
species. According to the diversity of species, evolution at both of these

Changes And Development Of The Aging Process
Epigenetic changes are currently recognized as part of the aging process and have been implicated
in many age–related chronic diseases such as AD (1–3). The term epigenetics includes a variety of
processes known to regulate gene expression in a stable and potentially reversible way, without
altering the primary DNA sequence (4). Since epigenetics allow for the integration of long–lasting
non–genetic inputs in the genome, research on age–related disorders have recently focused in
epigenetic mechanisms, and a growing number of epigenetic alterations in AD have been described
recently (5). The best characterized epigenetic mechanisms include DNA methylation, histone
posttranslational modifications, and non–coding RNAs such as microRNAs (miRNAs). It is
becoming increasingly evident the interplay between these mechanisms to establish the epigenetic
states and expression patterns of many mammalian genes (1–3). For instance, it has been described
that trimethylation of histone 3 at lysine 9 (H3K9me3) by the histone methyl transferase SUV39H1
is required for recruiting the DNA methyl transferase DNMT3b to pericentromeric repeats in order
to allow heterochromatin structure (both H3–K9 methylation and DNA methylation are considered
hallmarks of mammalian heterochromatin) (4). In turn, miRNAs can also control other epigenetic
mechanisms; for example, miR–204 can target histone deacetylase 4 (HDAC4) (5), while miR–148
and miR–152 are reported to influence DNA methylation

A Theory Of Change Process
Introduction A theory of change is a method used in community or organizational planning that
identifies preconditions for a desired change to occur. The theory of change process works by first
articulating an ultimate goal; the desired change. The next step is to work backwards from the
ultimate goal by identifying outcomes that lie along the road to change. Outcomes occurring in both
the short–term and long–term are defined, as are the prerequisites to arrive at them. Next, a
proposed intervention for initiating action that will theoretically lead to the short–term and long–
term outcomes, and eventually the ultimate goal, is clearly outlined. The resources required to
support the success of the proposed intervention are then identified. ... Show more content on
Helpwriting.net ...
According to their newsletter, GTC (2007) recaptured their mission statement that was developed at
the 1998 tribal member planning meeting. The first line of the mission statement is to "re–settle the
traditional village of Georgetown as a tribal communal place" (GTC, 2007, p.2). This theory of
change will strategize a series of events that will assist GTC in planning to achieve this goal.
Long–term outcomes Long–term outcomes are essentially checkpoints situated along the road to the
change which immediately precede the ultimate goal. When the long–terms outcomes are achieved,
the condition for the desired change to occur becomes present. A long–term outcome GTC should
plan to arrive at along the road to change is for several tribal members to be residing in Georgetown
for at least six months per year. Establishing residency in Georgetown leads to an increase in
population which leads the goal of a being a successful, inhabited community. A second long–term
outcome that will enhance the conditions for achievement of the ultimate goal is for GTC to own
and operate a small business in Georgetown. Tribal members residing in Georgetown will benefit by
having an opportunity to earn a small income to help with living expenses. The community of
Georgetown and surrounding villages will benefit from the creation of jobs and stimulated economy.
Georgetown Tribal Council will benefit by earning unrestricted funds to continue developing and
improving the quality of

Global Warming: A Theory of Accelerating Process of...
Abstract: Theory of global warming explaining the phenomena of accelerating change in the number
and size of weather–related disturbances. This is a synthesis of three books: Al Gore's an
inconvenient truth, Stuart Kauffman's At Home in the Universe, and Dr. James Lovelock's Gaia: A
new look at life on Earth, presenting a theory predicting the general parameters of global warming
over the coming years.
1. Introduction.
This paper is intended as a starting point for creating a framework within which to discuss and
analyze what appears to be a substantial change in worldwide climate. It is essentially a synthesis of
three books: (1.) an inconvenient truth, the crisis of global warming, written by Al Gore (2007), (2.)
At Home ... Show more content on Helpwriting.net ...
2. Kauffman and Gaia Theory: Homeostatic Open Thermodynamic Systems.
Kauffman teaches us that there are two types of open thermodynamic systems: 1.) Those, which
immediately progress from some starting point to a thermodynamic death, achieving the highest
state of entropy, and 2.) Those, which are able to "process" an influx of energy and/or matter and
thereby self–organize, representing "autocatalytic sets of molecules". Life forms are but one
example of such systems, as are communities of different species, and entire eco–systems.
This supports the Gaia Theory that the Earth's entire biosphere, including the oceans, the
atmosphere, and the land masses, is one entire integrated stable steady–state open thermodynamic
system, in which homeostasis is maintained despite significant perturbations to the system,
disturbances which arise from a variety of sources, including volcanic eruptions, meteor strikes, and
man–made pollution.
Kauffman provides further basis for understanding the "why" behind the apparent invisible hand that
keeps Earth in an optimum homeostasis to support its inhabitants (see, Universe, page 21: the
biosphere is one big dissipative structure whose organization is maintained by the influx of solar
energy). Kauffman posits, "[L]ife evolves toward a regime that is

Business Process Change Plan Evaluation
BUSINESS PROCESS CHANGE PLAN EVALUATION GB560 Designing, Improving and
Implementing Processes Session # 1105D Unit 6 Assignment Alicia Fields Kaplan University
August 30, 2011 The importance of understanding Business Process Change Business processes
comprise a set of sequential sub–processes or tasks, with alternative paths depending on certain
conditions as applicable, performed to achieve a given objective or produce given outputs. Each
process has one or more needed inputs. The inputs and outputs may be received from, or sent to
other business processes, other organizational units, or internal or external stakeholders. Business
processes are designed to be operated by one or more business functional units, and emphasize ...
Show more content on Helpwriting.net ...
The possible effects on staff members could include outsourcing, training requirements and staff
development opportunities, or even equity impact and any negative impact on staff and/or directly or
indirectly affect a particular group. In regards to relevant financial information, one might want to
consider general relevant financial information and provide a cost benefit analysis if the change is
financially driven. Also include details regarding how the proposed change will ensure the financial
viability of that particular division. Conduct a self–evaluation and describe your own performance
and approach to the class throughout the semester. In performing a self–evaluation, I would describe
my own performance as minimal, yet, contributory. I use these terms because my discussion
involvement usually took place toward the end of the unit, but I always participate in a manner
which, I believe, brought out a unique perspective and triggered an advanced thought process. I
enjoyed the fact that each assignment was a building block from the previous week, but I will admit
that the assignment portion was very intimidating from the beginning. The structure of the course
really made you view yourself as an expert at process change. You had to put yourself in that role in
order to not only understand the

The Process of Change in Organizational Culture
The change process Introduction Before the process of change of organizational culture can be
initiated, the company must conduct a needs assessment to identify what aspects of the culture of the
organization are lacking and thus need to be changed ADDIN EN.CITE Kotter1992648(J. Kotter,
1992)6486486Kotter, JohnCorporate Culture and Performance1992New YorkFree Press(
HYPERLINK l "_ENREF_12" o "Kotter, 1992 #648" J. Kotter, 1992). This can be done through
employee surveys, focus group discussions, interviews, observation, internal research, and customer
surveys. After assessing these needs, the company must then address each need in its own unique
way and then design a process of change that will address all aspects of the required change and
cover all needs ADDIN EN.CITE Bate1994686(Bate, 1994)6866866Bate, Stuart P.Strategies for
Cultural Change1994OxfordButterworth– Heinemann Ltd.( HYPERLINK l "_ENREF_2" o "Bate,
1994 #686" Bate, 1994). This paper looks at stage 1 and stage 4 of the Kotter process which are the
most difficult to initiate in the company. Step 1: Increasing urgency This is the first Stage of the
Kotter change model. It involves the establishment of a sense of urgency in the organization
followed by the formation of a powerful coalition guideline and the last is the creation of the
organization vision. In order to initiate this change process, the organization or company must build
a clear vision that defines their new strategy and the shared values

The Process Of Learning Change
Learning is an important component in life; if human cannot learn and apply what they learn, you
would not be able to read what I am writing nor would I be able to write it initially. The process of
learning change drastically from one thing to another, from one person to another. There are some
skill which you need to practice a lot in order to learn them, driving cars for example. Others can be
acquired through reading and thinking, logic subjects for instance. In addition, we can learn from
others' experiences in learning –learning from others mistakes. In this paper, I am going to tell you
about one of the most important periods in my life; in a period where everything, suddenly, deviated
from the ordinary, thus, learning and acquiring new skills was the only choice I had. Some of us
have experience that period or something similar to it, however, not all of us faced it with the same
way. This period is when you graduate from high school and moved far away from your
home/family to study, which for some people, including me, is something extraordinary, something
they have not experienced it for their past 18 years. After I graduated from high school two years
ago, I was fortunate enough to be accepted in an extremely competitive scholarship program in my
country. This program consists of two main component. First of which is an intensive college
preparatory year that's being done directly after high school in my home country. In the second
component, students are sent

Transformational Change : Change Acceleration Process At...
Transformational Change – Change Acceleration Process at Providence Health & Services Alaska
1. Introduction
Changes in healthcare are irreversible. The concerns relate for many years without any resolution
sought. The driving change for Providence Health System at Alaska with the expansion and the
evolution in the current processes brought about a considerable change linked to the servicing of the
community needs. The number of employees linked to Providence Health System (Providence
Health & Services, 2016) being close to 3000 and the needed change as anticipated by the
management brought in considerable effect with the change acceleration process and the vision and
the goal of the organization converged.
2. Change Management Framework – Change Acceleration Process
The Change Acceleration Process encompasses the various tools along with the steps, procedures
that are targeted to aid the teams in the development of the language which is set as common along
with the successful implementation of the devised change management initiatives as taken up by the
management.
The application of the tools and the linked methodology to the various processes, sub processes and
the implementation felt to the core is what really makes a difference. The initiatives that are taken
up in lieu of bringing about the needed change with the implementation of various policies and the
linked strategies by adopting them and finally leading to the changes and the impact felt with the
inefficient

Goethe's Metamorphosis Or The Process Of Change
Metamorphosis or the process of change can be utilized in a variety of ways. Some people resist
metamorphosis because it offers them security, others embrace change as it means to experience
growth. Metamorphosis can be a catalyst, it helps people who haven't gone through change, or for
others who want to stay how they are, meaning their safe zone. Metamorphosis will give people a
boost in life if they are suffering, which will help oneself proceed in a healthier way. Goethe
embraces metamorphosis instead of resisting it, which leads to a more profound change.
Having a significant change depends on how people are willing to react to their own physical
change. This physical change can be unsettling, however, Goethe knows flexibility and

Kotter's Change Process Analysis
Another step is to form a guiding coalition, it is necessary to persuade people that change is
required. By identifying and gathering a crowd of individuals who hold a certain amount of power
and energy to lead a change is the fuelling drive to push for this change to come about. The third
step is to create a vision for change, it is important to define the initial value which is most
prominent to this change. By creating a short paragraph which summarises the main points that
should be seen as "the future of your organisation"
https://www.mindtools.com/pages/article/newPPM_82.htm by generating a plan of approach for this
change, it will help when boosting this vision throughout the organisation. The forth step of Kotter's
Change Process

Organizational And Process Change Management
Organizational and Process Change
Change management is a primary concern of many organizations involved in ERP project
implementation. Alpha Enterprises must identify change management, in terms of adopting an ERP
system, as activities, processes, and methodologies that support employee understanding and
organizational shifts during the implementation of the new ERP system and reengineering
initiatives. Change management is a process that helps the management for the implementation of
appropriate planned change for the development of the organization. Change management refers to
all activities associated with the interaction of technology, processes, and people. Project team and
end–user training, the understanding of new processes, communications, and job redesign are some
of the main activities that comprise a change management strategy. (Al–Shamlan, Al–Mudimigh;
2011)
Alpha Enterprises understands that implementing an ERP system may force the reengineering of key
business processes and/or developing new business processes to support the organizations goals.
Also, ERP implementation requires a massive change in an organization's structure and affects the
way people use to do work and interact. Alpha Enterprises must carefully plan a transformation that
is based on adequate strategy and well defined methodology and processes of implementation. The
resulting changes may significantly affect organizational structures, policies, processes, and
employees.
Alpha Enterprises has

Kotter's 8-Step Process For Leading Change
Introduction It is a difficult task when soliciting buy–in from subordinates in an organizational
change initiative due to an inherent resistance to change. This synopsis will present three change
tactics that are commonly used to engage employees in the change process and they are: Kotter's 8–
step Process for Leading Change, the Change Management Foundation Model, and Deming's Plan–
Do–Check–Act model. It will also discuss why organizations should use benchmarks in the change
process. This document will conclude with a summary of this discussion.
Change Tactics There are various tactics that are used to get engage employees in the change
process. Presented are three of the most common tactics used in the engagement process. It must be
noted ... Show more content on Helpwriting.net ...
(2015). Using kotter's eight stage process to manage an organisational change program: Presentation
and practice. Systemic Practice and Action Research, 28(1), 51–66.
doi:http://dx.doi.org.lopes.idm.oclc.org/10.1007/s11213–014–9317–0
Kinney, R. M. (1992). Leadership through vision. The Journal for Quality and Participation,
15(4),12. Retrieved from https://lopes.idm.oclc.org/login?
url=http://search.proquest.com.lopes.idm.oclc.org/docview/219170178?accountid=7374
Bushell, S. (1992). Implementing plan, do, check and act. The Journal for Quality and
Participation,15(5), 58. Retrieved from https://lopes.idm.oclc.org/login?
url=http://search.proquest.com.lopes.idm.oclc.org/docview/219169994?accountid=7374
Boxwell, R. J. (1994). Benchmarking for Competitive Advantage. New York: McGraw–Hill.
Fifer, R. M. (1989). Cost benchmarking functions in the value chain. Strategy & Leadership, 17(3),

Process of Innovation and Change Management
MANAGING CHANGE AND INNOVATION
BU5559
SUBMITTED BY EZIE, CYNTHIA C.
SUBMISSION DATE 22 MARCH 2010
INTRODUCTION TO INNOVATION AND CHANGE
Innovation is the process by which ideas are created, selected and implemented to bring about
profitable change to organisations. Innovations come as a result of an identified need for
organisations to change their current processes, activities or operations. Andriopoulos and Dawson
(2009) explain that organisational change is 'new ways of organizing and working'. They explain
that change occur in two dimensions – movement of state and scope of change.
Bessant and Tidd (2007) are of the opinion that innovation is the translation of conceptualised ideas
into commercially profitable ... Show more content on Helpwriting.net ...
Sustainable innovations can be achieved through proper management rather than through
happenstance or chance management of innovations. Robust organisations can therefore plan and
take advantage of innovation opportunities and also recover from mistakes and failures quickly and
with minimal damage.
Using the Pirelli Cables Study, the organisation selected Total Quality Management (TQM) to help
solve ongoing operational problems, such as staff turnover, quality problems and also develop
customer and employee relationship.
Different rates of success were witnessed in the three plants where TQM was implemented due to
the nature of their context and structure.
The introduction of TQM in the Minto Plant was developed based on the formation and use of teams
which they felt was important. The importance of teams in innovation implementation is also
explained by the work of West, et al (2004) who propose that it is the implementation of ideas rather
than their development that is crucial for enabling organizational change and this can be achieved by
working through teams. They go further to explain that in order to effectively mange change it is
important to understand how to develop such teams

TQM was met by some resistance especially from line managers and supervisors. This was because
the importance and aim of TQM was not clearly communicated to the supervisors and also, they
were not involved in the TQM approach.
The implementation of TQM was

Kurt Lewin ( 1947 ) Divides The Change Process
SECTION ONE
Answer 1.
Kurt Lewin (1947) divides the change process into 3 steps. Unfreezing, Changing and Freezing. It is
a very simple and practical model for understanding the change process. It is widely used and is a
basis for many change models. He widely stages them as follows:
a) Creating the perception that change is needed.
b) Moving towards the new desired level of behaviour.
c) Solidifying the new behaviour as the norm.
UNFREEZING
Unfreezing raises an initial awareness of the need for change. It is the first step in the change
process. As many people will resist change the goal during unfreezing is to create awareness as to
how the current level is hindering the organization in some way. Old behaviour, ways of thinking,
procedures and process followed, Human resource, Organisation structure must be carefully
examined to clarify the people in the organization the need for change to maintain competitive
advantage. The Proprietor needs to convince his people the logic behind change and how it will be
beneficial at Individual and Organisational level. Besides Lewin states that people should be
motivated to accept change
As an owner of Pink Donkey catering Ltd who wants to open his own restaurant and bring major
change in the way business is done, I would emphasise on Unfreezing as a first step in change
management process. I would convince them the urgency and necessity for change, as catering
business we were able to reach limited customers but now the demand has

Understanding The Business Process Change

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