1 Introduction

Organisational change is an ongoing process that has generated the need for
the
organisations to develop effective change management strategies. The
formation of
strategies solely is not capable of yielding better results, but how these
strategies are
implemented also matters. Change management is a process and not an event.
Thus, it
requires a good process planning and structure to ensure the desired results are
achieved.
1 Introduction
Organisational change is an ongoing process that has generated the need for
the
organisations to develop effective change management strategies. The
formation of
strategies solely is not capable of yielding better results, but how these
strategies are
implemented also matters. Change management is a process and not an event.
Thus, it
requires a good process planning and structure to ensure the desired results are
achieved.
1 Introduction
Organisational change is an ongoing process that has generated the need for
the
organisations to develop effective change management strategies. The
formation of
strategies solely is not capable of yielding better results, but how these
strategies are

1.3.5. Change Management Process Models Mento et al. (2002) argues that different organisations
make use of a multitude of different process change models, as illustrated within the literature, to help
guide them through the change process. This paper briefly examines the comparisons, similarities as
well as the short comings of a few change models, as it is important for the organisation to use a model
that is a) fit for purpose and b) applicable to the context of the proposed change. It is important to note
that for this evaluation research, the ADKAR model has been adopted by Eskom and will therefore be
applied. The ADKAR model however, tends to limit its focus to the early stages of change, while there
are other complementary change models which cover the entire change process, such as Lewin’s (1951)
“unfreeze – change – re-freeze” model, Kotter’s (2007) eight step model and the Transtheoretical Model
(Levesque and Prochaska, 1999). The ADKAR model will now be briefly discussed. 1.3.5.1. The ADKAR
model (Hiatt, 2006) AKDAR is an acronym for the five sequential steps that the individual needs to go
through in order for any change to be successful (Hiatt, 2006). Prosci Research (2004) argue that while
the organisation is following the three phases of organisational change in relation to the organisations
objectives, which include preparing for the change, managing the change and reinforcing the change, it
is important that the preparedness is assessed from the employee’s point of view. The ADKAR model is
designed to asses where in the change process employees are [12] stuck, or are having trouble with the
change and then to manage the process from there (Hiatt, 2006). It also stipulates that change will not
be successful unless all of the factors within the ADKAR process have been successfully completed. The
ADKAR change steps are as follows: 1.3.5.1.1. A- Awareness of the need for change The ADKAR model
proposes that understanding why change is necessary is the first key aspect of successful change. Hiatt
(2006) argues that this step in the ADKAR change model explains the reasoning and thought processes
that underlies a required change. The awareness stage incorporates the understanding of both macro
and micro, external and internal organisational change push factors that have created the need for
change. These change push factors have been well enough articulated to ensure that the change
participants are therefore thoroughly aware of the need for change. 1.3.5.1.2. D- Desire to participate in
and support the change The desire to change concerns an understanding on the part of the change
participant on how the proposed change is going to impact him/her (Hiatt, 2006). After he/she is aware
for the need for change, and the understanding of the impact of the change a desire to support the
change is developed. 1.3.5.1.3. K -Knowledge on how to change The third element of the change
readiness assessment model relates to the change participants knowledge about the change. More
specifically, it is the understanding by the change participant as to what knowledge is required by
him/her due to the change. This knowledge is broken up into two subcategories namely, how to change
(i.e. what is required during the transition) and how to perform once the change is implemented (Hiatt,
2006). The change participant moves from a state of awareness [13] of the change to the desire to
change and now feels knowledgeable enough to make or deal with the change. 1.3.5.1.4. A- Ability to
perform during and after the change Hiatt (2006) argues that it is not just the theoretical knowledge of
the change that needs to be assed but the ability of the change participant to perform the change. The
change participant may have an understanding of the knowledge required but he/she will need to also
have the skill and aptitude to operate in the change environment. 1.3.5.1.5. R- Reinforcement to sustain
the change The final stage of the change readiness assessment is an understanding by the change
participants as to whether the change proposed is sustainable (Hiatt, 2006). The change participant
needs to be assured that appropriate changes that are proposed, such as changes to the processes,
resources, procedure and technology of the organisation, are adequate to keep the organisation in the
new changed state for the foreseeable future. 1

Introduction
The purpose of this report is to understand the change management and the models
which the organisation faces now. The report will also provide the recommendations for
the organisation that can makes the organisation become less destructive while carry
out the change and provide the tools of change. The structure of the report will consist
3 parts which are literature review, case study, and recommendation.

Literature Review:
Kurt Lewin know it’s important to form an integrated approach to bring about change at
the group or organizational levels and contribute a 3-step change models. Lewin
(1947a) stated that change process involved three steps in order to change efficiency
and they are stage 1 (unfreezing), stage 2 (moving), and stage 3 (refreezing) (Lewin,
1947).

Unfreezing step means make the correct situation for change to happens (London
Management Centre, n.d.). Lewin argued that the stability needs to be weakened which
means unfrozen (take away the old behaviour can be that lead to a new behaviour
successfully adopted). Schein (1996) argued that the key for unfreezing is to recognise
the individual or group level change and it were a profound psychological dynamic
process’.

Moving stage is to create inspiration to learn but does not essentially control or predict
the direction (Schein, 1996). Organisation should find out all the forces at work and
identify and evaluate in order to get all the available options from trial or error basis
(Lewin, 1947a). However, Lewin (1947a) also recognized that, without reinforcement,
change will not last forever.

The last stage of the model is refreezing. This stage is to recreate a stable atmosphere
and elevates comfort levels by reconnecting people back into their familiar place
(London Management Centre, n.d.). This is important as changes to individual behaviour
will not be sustained unless group norms and routines are also been transformed and
set. Therefore, it often requires changes to organizational norms, culture, practices and
policies (Cummings and Huse, 1989).

3 steps model gives manager a framework that how to implement a change efficient,
which can make the change process carried out fluently. The Kurt Lewin model can help
a leader do the following three steps that helps to minimize the disruption of the
structure’s operations, make a radical change, and make sure that the changes is
sustainable (Morrison, 2010).

Many have is argued that Lewin’s planned approach is too simplistic and mechanistic as
organizational change happens everyday and open-ended process nowadays (Dawson,
1994 &e Garvin, 1993). Lewin is seen as advocating a top-down, management approach
to change and ignore the situations that require bottom-up change (Dawson, 1994).

Lewin’s 3 steps change model can be used if there is a short term goals to meet and
celebrate (Kotter, 1996). This is because people will start to resist to change if there is no
short term wins. Lewin stated that organisations should establishing the goals and
objectives. Organisation should reward people that involved with recognition,
promotion or money (Kanter, 1993). 3 steps change model is more construct than
content driven, describing competence using language such as team working, problem
solving, and effective communication (French, 1999).

Prosci had published ADKAR change model in 1998. The ADKAR model is used to know
the change at an individual level and this will helps the organisation increase the
successful rate for the changes (Hiatt, 2006).

The model consist five elements that makes the changes successful:

Awareness of the necessarily for change.

Desire to do the change.

Knowledge on change.

Ability to carry out new skills and behaviors.

Reinforcement to maintain the change.

(Warrilow, 2010)

The ADKAR model can helps to find out why changes are not functioning and help the
organisation take the essential steps to make the change successful. Organisation will be
able to break down the change into parts that can understand where the change is not
functioning and address that impact point (Change Management Learning Center,
2007).

The limitation for ADKAR model is fails to see the macro level of programme
management (Warrilow, 2010). The author points out that the business environment
now the restructuring, refocusing and re-engineering is only the start. Business leaders
have to face the equally as it will have more problems of getting the staff to deliver their
new vision that achieve the revenue forecasts. The fact is that people are not similar in
the ways they behave.

In this case, I will use Prosci’s ADKAR model. This is because Lewin’s 3 step model is too
simple as what Dawson and Garvin highlighted and it’s not suitable for a big
organisation that has high innovation. Therefore, it’s important for the organisation to
identify the change element in order to make the change become efficient.

Case Study:
The model that the organisation used is the Prosci ADKAR model. Stuart Young dare to
make the big change while the other organisations do not. Stuart Young consist of the 5
elements of ADKAR models which are awareness, desire, knowledge, ability and
reinforcement.

The people within the organisation have the awareness of the need for change. Stuart
makes the organisation struct become “flatter”. This helps the communication become
more efficient. There are only less people beneath them. There is no foreman and
supervisor. The team leaders will have the meeting with their group members and talk
about the work that they done yesterday. People need to analyse it and then have the
change. Commitment can be build easily by this way and make sure the people aware to
change for better quality.

The people within the organisation have the desire to change. For an example, the
manager will not criticise their workers. This makes them have more responsible. They
need to do well for motivate the people. The motivating will makes the employee have
more desire to change when there is needed.

The individuals of the organisation have the knowledge of how to change. Management
personnel at Interlock are all expected to undertake re-training at least the course per
year. The people will be trained and put at the right position. This will make the change
become more efficient as the people have the knowledge and work at the place that are
most suitable for them.

The people must also have the ability to change and the employee have the ability. The
employee has more responsible to do their job. This means that they need to deal with
more problems. This makes them know how to do more things and have the ability to
change when needed. The education systems also help to improve their ability. This is
the reason Stuart Young believe in his employee.

Lastly, there is a reinforcement to sustain the change. Stuart Young knows how to
reinforce their employee although there are no incentive programs. Instead of the
incentive programs, Stuart Young ensures the employee’s job security as job security is
foremost in workers’ minds nowadays. This will make the employee willing to change
while maintain the quality.

A good leadership is needed in order to makes the changes become more efficient. This
will also utilise the ADKAR model. Transformational leadership style should be used in
order to make the changes efficient. Transformational leadership is leaders who
encourage people to transcend their own self-interest and who are capable of having
profound and extraordinary effect on their staff (Robbins, Millet, & Waters-Marsh, 2004).
According to Chemers (1997), transformational leadership have 4 factors:

-Individualise consideration (degree to which the leaders treat each followers in a way
that is equitable and satisfying, but differentiated from other followers).

– Inspiration motivation (reflect the quality and emotional appeal of the leader’s vision
rather than what public said).

– Intellectual stimulation (leader encourages the follower to question past ideas and
supports subordinate to think independently and creatively).

– idealized influence / Charisma (reflects follower perceptions that the leader is

trustworthy to achieve an important vision).

Transformational leaders make the vision or mission of the group become clearer that
will generate satisfied and innovative culture within workplace and personalise their
interaction with others (Parry, 1996).

Many people might like the transactional leadership style. The transactional leadership
style has totally difference style compare to transformational leadership style.
Transactional leadership style is to lead or stimulate people by clarifying the role and
task requirement (Robbins et al., 2004). However, transformational is more towards the
intangible factors while transactional leadership style is more tangible factors. Therefore,
it’s better to have the transformational leadership style instead of the transactional
leadership style as the people will always demand more. A research shows that
transformational leadership style is better than transactional leadership style (Chemers
& Ayman, 1993).

In this situation, the 4 factors of transformational leadership will improve the five
elements (Awareness, Desire, Knowledge, Ability, and Reinforcement) and thus makes
the changes become more effective.

The organisation has the ability to change. If the organisation can implement the
transformational leadership style well, the organisation will sure change efficiently as the
leadership can lead the organisation to have the particular elements to change well.

Recommendations:

Every organisations need to change when needed. However, it’s impossible for the
organisation closes their business and carries out the changes. Therefore, some actions
need to be taking in order to become less destructive.
Change is a messy business that filled with complexity, multiple factors and many things
that can lead the organisation towards failure. There are 3 broad areas that need to be
included in any successful change initiative and have less destructive to the
organisation, which are:

Leadership that directly addresses the different dimensions of those affected by the
change, and the motivation.

Address the multiple factors of the models which is ADKAR models.

Action management that can helps people on the matter that is useable for the change.

(Warrilow, 2010)

In order to do well in this, the tools of change can be used to make the change become
better.

There is a tool that can managing meeting and collecting ideas is brainstorming.
Brainstorming is a technique that enables a team to generate lots of ideas in only a few
minutes without criticism and judgement (Queensland Health, 1999). Brainstorming
encourages people in identifying the cause and solutions to the problems. This can get
a large group to work constructively together and solve the problem during the change
process.

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Total Quality Management (TQM) is other tool of change. TQM refers to a management
process directed at establishing organised continuous improvement activities, involving
everyone in an organisation in a totally integrated effort toward improving performance
at every level (Almaraz, 1994: 9). This will makes organisation make the change with full
force that makes the change become more efficient.

The implementation of TQM involves:

• focus on work processes

• explicit identification and measurement of customer (both internal and external)
requirements

• analysis of variability

• use of cross-functional teams

• management by fact

• learning and continuous improvement

• use of process-management heuristics

The other tool is organisatinal development. The term organisational development (or
OD) is a set of behavioural science-based theories, values, strategies, and techniques
aimed at the planned change of organisational work setting for the purpose of
enhancing individual development and improving organisational performance, through
the alteration of organisational members’ on-the-job behaviours that are definitely
helps a lots for the change process. (Porras and Robertson, 1992: 722)

OD interventions view different aspects of this setting as levers for change that are able
to prompt desired behaviours. These include:

• organising arrangements which include goals, strategies, structure, policies and
procedures, administrative systems

• social factors which include culture, management style, interaction processes,
individual attributes

• physical setting which include ambience, interior design, space configuration,

• technology which include IT, tools, equipment and machinery, job design, work flow
design, technical expertise, technical systems and procedures.

With enough development, the people will always have the sufficient skill that will helps
them manage well in change process.

Conclusion:

The report had provides the 2 difference change models which are Lewin’s 3 step model
and Prosci’s ADKAR model.
The case shows that the organisation has the ability to change well. It’s better for them
to have transformational leadership to make the change become more efficient.

The recommendations that provided are:

Less Destructive ways

Leadership that directly addresses the different dimensions of those affected by the
change, and the motivation.

Address the multiple factors of the models which is ADKAR models.

Action management that can helps people on the matter that is useable for the change.

Tools of change

Brainstorming

Total Quality Management (TQM)

Organisational Development

The ADKAR model is a change management tool to help identify why change is
difficult and why some are successful and why others are not. It was developed by
Jeff Hiatt in 2003 and was introduced as a practical tool by Prosci. ADKAR is an
acronym that is based on five building blocks that can bring successful change to the
organization. The acronym stands for; Awareness, Desire, Knowledge, Ability, and
Reinforcement. This gives guidance and outlines the steps that can follow to
successfully start and complete this journey of change. As far as change, for most
organizations change is extremely difficult to implement and consider. The most
difficult thing about change is making sure it is truly the best for your organization,
because implementing change requires proper change management procedures as
well a solid foundation/framework that can sustain the proposed changed. The key
for the change is realizing not to lose hindsight of the details, sometimes teams can
get lost in the big picture, and change starts with the individual and it is incremental
because incrementally if individuals change, it would take over the entire
organization. There has to be tons of work done when implementing change, one
must assess the