Change management can mean different things to different people. In its simplest format change management is a term for a variety of methods used to support, start, direct, help personnel and business units make a change for benefit.
In this blog the author discusses the ‘force field’ analysis of change.
Often people and organisations do not actually want to change – but the business environment brings about a sudden turbulent altering of the norm. This will often force the organisation and its staff into rapid reaction. At this stage managing change can be problematic.
One of the great models of change is the ‘force field’ model. This examines the driving forces of change versus the restraining forces. Sat in the middle is the proposed desired state.
The forces for change might include the external environment that the organisation operates within has significantly altered. This might be due to a new competitor or product launch that has taken the enterprise off guard.
Other external forces that instigate required change can include demands from customers, new regulations within the industry sector, economic change, national tax issues, political issues, advances in IT, globalisation, and demographics plus customer preference changes.
These changes can occur incrementally or rapidly, but once they are upon the organisation – change surely will ensue – and it must be managed effectively.
For further information and to book your change survey please contact: Marcus J Allen at Thamer James Ltd. Email: email@example.com
Marcus has twenty years’ experience in delivering successful change management projects in the areas of business processes and compliance.
Projects include organisations that have faced mergers and acquisitions and need to embrace a compliance culture rapidly and required assistance with change management. Through to large leisure sector businesses implementing a controls environment with parts of the business resistant to change. A change programme was successfully introduced.
Marcus holds the respected Diploma in Governance, Risk and Compliance from the International Compliance Association and holds a master’s degree in Management Learning & Change from the University of Bristol. Marcus is a Fellow of the Institute of Consultants and Fellow of the Chartered Management Institute.