{"id":12612,"date":"2023-04-03T07:58:38","date_gmt":"2023-04-03T12:58:38","guid":{"rendered":"https:\/\/flevy.com\/blog\/?p=12612"},"modified":"2023-04-03T07:58:38","modified_gmt":"2023-04-03T12:58:38","slug":"change-transition-management","status":"publish","type":"post","link":"https:\/\/flevy.com\/blog\/change-transition-management\/","title":{"rendered":"Change Transition Management"},"content":{"rendered":"

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Every organization has to face radical Change in its lifetime.\u00a0 In this Digital Age and with increasing macroeconomic disruptions, Constant Change seems to be the norm these days.\u00a0 Managing the complete change process in times of uncertainty<\/a> is crucial in getting through the Change successfully.<\/p>\n

Although continuous Change is the norm now and the most successful organizations adopt it wholeheartedly, not all Change is planned.<\/p>\n

Taking note of the difference between planning for Change and planning for Innovation is also significantly valuable.<\/p>\n

Planning for Change seeks to uphold stability and include certainties in the organization.\u00a0 Planning for Innovation is a process that significantly or entirely transforms the organization<\/a> and demands tailored tools and creativity.<\/p>\n

The study of Planned Change Models brings forth the following 3 models that have been used more than others:<\/p>\n

    \n
  1. Lewin Change Model<\/strong> \u00e0 this is the most widely adopted model for Planned Change.<\/li>\n
  2. Action Research Model<\/strong> \u00e0 this model is widely used in development work.<\/li>\n
  3. Positive Model<\/strong> \u00e0 this model has an exclusive stress on sufficiency instead of deficit.<\/li>\n<\/ol>\n

    Lewin Change Model is a 3-step Change model<\/a> that provides a general framework for planned Change, with the following 3 basic steps:<\/p>\n

      \n
    1. Unfreeze<\/li>\n
    2. Change (or Transition)<\/li>\n
    3. Freeze (or Refreeze)<\/li>\n<\/ol>\n

      Most discussions by experts have been about the Unfreezing and Intervening phases of the model, with the Refreezing phase not receiving much thought or attention. \u00a0Reason for inattention to the Refreezing phase may be the assumption that everything will fall into place itself once the intervening path is clearly followed\u2014this is not the case.<\/p>\n

      This is where Change Transition Management plays its role.\u00a0 The impact of the Change Transition is in the following 4 critical areas; identification and management of these areas can make managing Change Transition fairly smooth:<\/p>\n

        \n
      1. Increased Accountability & Authority.<\/strong><\/li>\n
      2. Increased Experimentation.<\/strong><\/li>\n
      3. Changes in Job Content & Scope.<\/strong><\/li>\n
      4. Loss of Organizational Knowledge & Memory.<\/strong><\/li>\n<\/ol>\n

        \"\"<\/a><\/p>\n

        Let us delve a little more into some details of these 4 impact areas.<\/p>\n

        Increased Accountability & Authority<\/strong><\/h2>\n

        Change in its transition period allows managers more authority than they would have in a stable business environment.\u00a0 On the other hand, expectations for them to deliver also go up.<\/p>\n

        The challenge for managers is not coping with Change but rather gaining a clear appreciation of their altered roles and responsibilities in relation to the limits of accountability, authority, and discretion.<\/p>\n

        Clarity can be gained through 2 Change Transition Tactics:<\/p>\n

          \n
        1. Role Clarification & Negotiation Workshops.<\/li>\n
        2. Linear Responsibility Chart (LRC).<\/li>\n<\/ol>\n

          Increased Experimentation<\/strong><\/h2>\n

          Change means a new manner in which tasks are accomplished.\u00a0 Prematurely restricting staff who are finding new and efficient ways of getting the job done may harm the future organization.<\/p>\n

          Managers have to have tolerance for such experimentation because employees who indulge in it are, in effect, trying to find and test the new boundaries of the managerial operating envelope.\u00a0 Care should be taken not to punish those who fail so as to make sure experimentation continues.<\/p>\n

          Changes in Job Content & Scope<\/strong><\/h2>\n

          During times of stability, a manager\u2019s job consists of following set routines.\u00a0 However, during times of Change and transition, a manager ought to be ready by being flexible enough to deal with any kind of situation.<\/p>\n

          Managers can be prepared for this alteration in their role through the deployment of 4 Change Transition Tactics:<\/p>\n

            \n
          1. Conduct Problem Solving Training<\/a><\/li>\n
          2. Focus on Learning<\/a><\/li>\n
          3. Revamp Employee Orientation<\/a><\/li>\n
          4. Establish a Change Communication System<\/a><\/li>\n<\/ol>\n

            Interested in learning more about Change Transition Management?\u00a0 You\u00a0can download\u00a0an editable PowerPoint presentation on Change Transition Management<\/strong> here\u00a0<\/a>on the\u00a0Flevy documents marketplace<\/a>.<\/p>\n

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