Each human being is unique. Human reactions and behaviours however, when experiencing transformational change are predictable. We use this pattern of behaviour to help plan and manage significant change programmes. The problem is more to do with timing than sequencing. Our experts use information from hundreds of change initiatives to get this right.
Change curve
The dynamics of the change curve are well known, and the personal experience of people undergoing organisational change is well described.
Costs
The costs associated with change arise partly from the investments made in projects, but mainly from losses in productivity as managers and staff accommodate to the modified processes and behaviours expected of them.
Benefits
Managing change to create benefit means ensuring that the changes impact people, processes and behaviour in ways that the organisation regards as valuable.
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Denial
What happens
Individuals behaviours are essentially founded on disbelief about the need to change - and these can easily get translated into anger, resentment and entrenchment of current processes.
Responses
A clear and unequivocal statement and the need for change - this is what the role of the 'Make it wanted' part of the Change Diamond® is all about.
Related services
Amongst the services that CITI provides to its clients are:
Defence
What happens
People self-esteem becomes based on what they do, and how they do it. Their response to the threat is to identify why what has been done to date is 'good', and they become defensive and inward looking.
Responses
Stiff resolve and clarity of purpose remain the change sponsoring community's greatest ally during this stage. Compressing the time-scale, and a certain level of ruthlessness in purging old language and unwanted behaviours is valuable.
Related services
Amongst the services that CITI provides to its clients are:
Discarding
What happens
Faced with what appears to be the inevitable, aspects of the old approach become to be seen as unnecessary or redundant. Defensive postures loosen, and the possibility of change accepted.
Responses
Identify behaviours and processes that should be stopped, and actively encourage people to stop doing them. This creates the space and time necessary for altered and new processes to be introduced.
Related services
Amongst the services that CITI provides to its clients are:
Adapting
What happens
This is a neutral and dangerous part of the change curve, as momentum can be lost. The process of altering previous practices can lead to backsliding into those old practices.
Responses
Clear leadership is essential at this point to prevent false change. The value of the vision of the future state is used to overcome frustration and irritation usually arising from the perceived slow pace of change.
Related services
Amongst the services that CITI provides to its clients are:
Internalising
What happens
It is at this point that the new practices become the 'way we do things around here'. The transition from old to new, and the healing process is complete.
Responses
Any KPIs that were used during the transition phase should be replaced by the new operational KPI measures. Any residual resentment or problems due to changes of relative power need to be confronted and eliminated.
Related services
Amongst the services that CITI provides to its clients are:
Exploiting
What happens
The change is now the actual operating model, and normal approaches to continuous improvement; the gradual evolving of better practices encouraged, and the past is forgotten.
Responses
The focus of management now is the elimination of repetitive errors, focus on an effectiveness and on efficiencies.
Related services
Amongst the services that CITI provides to its clients are:
