Change Management Models: A Framework for Measuring Change

Introduction

The various theories used to explain the nature of change include major components of the change process as well as methods of introducing change itself, as pointed out by Carnell (1995). In the current change management literature, there is considerable debate about the main factors that contribute to a successfully implemented change process. There are, however, differing views on how change itself can best be achieved.

The contemporary business environment is filled with situations that demand change in various organizations. The process of change that emerges from competition between driving and restraining forces is a recurring theme in the literature. Kurt Lewin (1951) postulated that the change process comprises both driving and restraining forces. It is therefore important for the change agent to carefully identify and manage those forces so that the forces driving change can fully take effect (Kanter, 1995).

The dynamics of change include the process of acquiring an understanding of all the realities that surround change. In practice, however, change is often introduced without regard for the different realities facing individual practitioners, areas of expertise, and change agents—who may pay insufficient attention to the likely consequences of change on other people's lives (Kotter & Schlesinger, 1979).

Change as a Dynamic Process

It is worth noting that change itself does not cause the problem. The problem is caused by the transition from the pre-change state toward the achievement of the post-change status. The process of transition involves the psychological journey that individuals undergo in order to come to terms with the elements of a new situation, as indicated by Broome (1990). This perspective highlights the complex nature of change and permits a deeper insight into the difficulties encountered in managing it.

Change is a necessity in all forms of organization, and the process is faster and more complicated than ever before, as pointed out by Mannion (1994). It is important to understand that we may never fully accept change but must simply learn how to manage it. This reality has made it mandatory for managers to become knowledgeable about change management practice (Zukowski, 1995; Pryjmachuk, 1996).

Poggenpoel (1992) suggested that change can produce beneficial outcomes such as innovation and numerous opportunities for organizational improvement. Several factors have been noted to cause resistance to change, including anxiety, a sense of loss of control, and uncertainty (McPhail, 1997). It is critical to note that the major reasons for resistance to change are self-interest and a lack of understanding of the ongoing or proposed change. Opponents of change therefore prefer to maintain the status quo (Cutcliffe, 1997).

The change management models to be developed must incorporate the basic building blocks of ideas, knowledge, beliefs, and other tangible components. The model should provide a basic direction for practice, activity, and work. It should also serve as a framework through which change can be evaluated and managed. In order for the model to function as a guide for the change process, it must be consistent in approach and should act as a direct guide for making sense of change (Pearson et al., 1996).

Due to the general lack of clarity in the literature regarding the various definitions of reflection, there are differences in how reflection relates to the change process. The importance of reflection is highlighted by Schon (1983), who makes a distinction between reflection that takes place during practice and reflection that occurs after practice.

The initial stage in the reflection process, as described by Schon (1983), includes the exploration of thoughts as well as the feelings associated with a recent change scenario. Reflection can therefore be used effectively to integrate both theory and practice, as pointed out by Osterman (1990) and Jarvis (1992).

The focus group approach, which is critical to incident analysis, is used in various scenarios. The work of Smith & Russell (1991) supports the use of group exercises to discuss and resolve various organizational and procedural challenges.

The main assumptions of change, as outlined by Fullan (1991), are as follows:

1. Never assume that your version of change is the one that must be implemented.

2. Any important innovation, if it is to result in change, requires the implementers to work out their own meanings.

The Adopted Approaches in the Development of the Change Process

3. Individuals need pressure in order to change, even when the change is in their own interest.

4. Effective change takes time.

5. Never assume that the rejection of change means a lack of interest in its underlying values. Always assume there are other reasons.

6. Do not expect all or most people and groups to change, given the complexity of the change process.

The change management model under development is built around five main building blocks that are identified as critical to successful change management. The main components of the model are:

Elements of the Change Management Model

1. Acceptance and resistance to the process of change

2. The implementation of the change process

3. The communication process

4. The evaluation process

5. Critical success factors

Each of these components is made up of seven fundamental variables that represent the core ingredients of the change process. A special construct tool is used to provide an objective measurement of each component. Key words and statements are scored on a scale from 0 to 4, and the scoring key is used to evaluate the effectiveness of the model.

The critical success of any change is effectively determined by a number of crucial factors that must be managed well to ensure overall success. The key success factors that management must address for change to occur successfully include: the level of commitment among both management and staff who are directly and indirectly involved in the change process; the level of motivation present; the use of professional judgment in decision-making; the level of staff understanding of the need for organizational change; identifiable communication skills; and the recognition that high-quality outcomes result from well-managed change.

This is the second component of the change model. The main variables are education, the importance of consultation, the participation model, and the needs of staff. The decision-making process should be democratic in order to aid in the management of the change process.

This is the third component of the change model and is made up of the following key variables: the level of acceptance of the change process; the involvement and understanding of the necessity of change; the possible impact of the coming change on the socio-cultural lives of the persons concerned; and a clear understanding of the need for a strong and committed project team to aid in the change process.

This is the fourth component of the change management model and is made up of the following variables: the need to draw on existing research; the utilization of process tools such as strategy development and planning with clearly defined inputs and outputs; the recognition of the transitional state of management; and the provision of prerequisite educational programs for staff members to facilitate successful change implementation.

This is the fifth component of the change management model and comprises the following main variables: recognition of the need to evaluate the change process at various stages; the provision of appropriate feedback and recognition mechanisms; and the acknowledgement of every staff member's contribution.

Conclusion

This paper has developed a structured and measurable change management model built around five core components. The model and its associated measurement constructs provide change agents with an objective tool for evaluating the success of organizational change at every stage. The fundamental argument throughout is that certain identifiable variables—spanning critical success factors, communication, acceptance, implementation, and evaluation—are essential to the successful management of change. By scoring each variable on a consistent scale, organizations can gain a clearer and more actionable understanding of where their change efforts are succeeding and where improvements are required.