- Cognitive Styles, Diversity and Change
- Change Models
This section outlines change management models, such as those described by Fisher and Kotter. These can then be implemented to aid you in managing various forms of change within the workplace.
American John P Kotter (b 1947) is a Harvard Business School professor and leading thinker and author on organizational change management. Kotter's highly regarded books 'Leading Change' (1995) and the follow-up 'The Heart Of Change' (2002) describe a helpful model for understanding and managing change. Each stage acknowledges a key principle identified by Kotter relating to people's response and approach to change, in which people see, feel and then change.
Originally presented at the Tenth International Personal Construct Congress, Berlin, 1999, and subsequently developed in his work on constructivist theory in relation to service provision organisations at Leicester University, England, John Fisher's model of personal change - The Personal Transition Curve - revised again in Nov 2012 - is an excellent analysis of how individuals deal with personal change. This model is an extremely useful reference for individuals dealing with personal change and for managers and organizations helping staff to deal with personal change.
Modern principles for organisational change management and effective employee training and development. These principles are for forward-thinking emotionally-mature organizations, who value integrity above results, and people above profit. This is not to say that results and profit don't matter, of course they do. The point is that when you value integrity and people, results and profit come quite naturally.
- Planning Change
Having a much broader view of an organisation, managers much often notice the need for change far earlier than do employees. Therefore, they may often find themselves faced with general resistance to any change initiatives, as individuals generally favour the status quo. The Beckhard-Harris Change Equation (also known as the Formula for Change) aims to serve as a simplified way of analysing the potential success or failure of a change initiative within the workplace. It effectively describes the situation which is required for the desired change initiative to be successful.