Many people and when asked if they offer coaching as part of their development say ‘yes of course we do coaching…’ This is when we dig deeper and ask some exploratory questions. Why do we do this? Experience tells us that people and organisations inadvertently use...
The ADKAR model is one of the most important models in ensuring the change process occurs efficiently. The model focuses on the ‘people’ element of change, specifically how to ensure the employees involved support and believe in the change. Once this has been done, the...
Below we have outlined the key reasons we often find the change experience difficult to deal with. To ensure change occurs as smoothly as possible it is important to accept these reasons and help individuals through the process, rather than denying that they occur. 1. We...
Personal resilience is critical during change. Resilience in physics is about elasticity, buoyancy, the ability to return, often stronger to the original shape. In Biology, it is about survival of the fittest (Darwinism). This concept can be used within change management as whilst the environment...
The model below illustrates the emotional or psychological states we pass through during change. We all go through this curve at different speeds. The thinking amongst change psychologists is that we ALL pass through this curve during change. Knowing where we are and why can...
John Kotter, leadership and change management professor at Harvard Business School, introduced his ground-breaking 8-Step Change Model in his 1995 book, “Leading Change”. Built on the work of Kurt Lewin, the model sets out the 8 key steps of the changes process, arguing that neglecting...
Kurt Lewin is one of the earliest change thinkers that is still referred to today and his ‘Three Step Change Model’ laid the foundations for modern day change theory. In fact, John Kotter’s 8-step change model, one of the most famous change management models, is...
The Performance and Change Model, developed in 1992 by two organisational change consultants, is a tool used to understand an organisation’s component parts and how they relate to each other in a time of change. A common reason for a change initiative failing is all areas...
SIPOC diagrams are an excellent tool to use at the very beginning of a change strategy. Too often change leaders initiate the change process without sufficient planning, and the change is destined to fail before it has begun. Alternatively, the change can still be successful...
When preparing an organisation for a change initiative there are many mistakes which are often made. Change initiatives often fail due to a lack of preparation, and hence never had a chance of succeeding. One common mistake is to treat the initiative in isolation from...