The Change Spectrum

Based solely on the systems school of management decision making

Table 6.2 The TROPICS test

Hard - Technical Soft- More people orientated

Timescales clearly defined/short- to Timescales ill-defined/medium- to long-term
medium-term
Resources needed identified Resources uncertain
Objectives specified and quantified Objectives subjective and ambiguous

Perceptions of the problem shared by all No consensus of problem

Interest in problem limited and defined Interest in problem is widespread and ill
defined

Control within managing group Control is shared with people outside of

managing group

Source of the problem lies within Source of the problem is from outside the
organisation organisation

This test provides a useful reference framework to help characterise and understand the
parameters involved when facing change. It is important to recognise that this is a
continuum, and many change programmes will combine elements of hard and soft change.
When managers have knowledge and understanding of the issues involved in a change scenario,
they are in a better position to be able to assess the situation and decide on an appropriate
course of action to help control and manage the change process
Notes

Ann Salerno and Lillie Brock wrote The Change Cycle published by Berrett-Koehler.

Change creates emotion, commotion, and stress. Why? People fear loss of control, divorcing
themselves from their old habits and ways, dealing with the “new,” questioning their future, and
pondering what the New Year will hold.

To understand and overcome these fears, the authors explain the six stages of The Change Cycle:

1. Loss - Think about specific losses that change might create. Then, start problem-solving.
2. Doubt - When change hits, it usually comes with information gaps. That is why employees
speculate.
3. Discomfort - It is only natural to feel overwhelmed when change arrives. Discomfort opens
the door to the upside of upside down. This is an opportunity to learn to work smarter, not
harder.
4. Discovery - Working smarter changes your perspective. Play on your strengths.
5. Understanding - What you have learned puts you back in control.
6. Integration - Thriving during changes requires flexibility.
The Change Cycle™ model represents the series of six “Stages” you will pass through in dealing with
any change. The outside ring, Loss, Doubt, Discomfort, Discovery, Understanding, and Integration,
indicates what the primary experience is for each stage. Each of the six Stages is shaped like a pie
piece and the colours, red, yellow, and green, are used to symbolically indicate a traffic light. The
first two Stages and The Danger Zone are the colour red to warn you to stop and be observant of
potential danger coming from other directions. Stages 3 and 4 are yellow to signal the need for some
amount of caution. Your responses in the yellow Stage will probably be similar to what you do when
faced with a yellow light when driving. Do you immediately slow down to stop, knowing that the red
light is next, or do you hit the gas and get through the intersection quickly? Stages 5 and 6 are green
to indicate freedom of forward movement. In each Stage, the primary feeling, behaviour, and
mental aspects of your response to change are listed. Remember, each characteristic is
representative of a wide range of possible thoughts, feelings, or behaviours and, of course, all three
are happening simultaneously.

In each Stage, the primary feeling, behaviour, and mental aspects of your response to change are
listed. Remember, each characteristic is representative of a wide range of possible thoughts,
feelings, or behaviours and, of course, all three are happening simultaneously.

During the red Stages, 1, Loss and 2, Doubt, your thoughts, feelings, and behaviours are consistently
converse or opposite to what you need to accomplish in order to move forward. Moving through
your fears to find safety is the foundation for the successful completion of any change

The Change Cycle by Ann Salerno and Lillie Brock (BK Business Book) 3m 24s

https://youtu.be/UI5_cDpAemw
 Interplay Approach
Management
between Pace of
Scope of
Forces of Change to Closing
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Change and Process Competence
Path
Resistance Gap
Change Resistance No internal Depends on No
force strong change ability to competence
but contain gap
declining; change force
resistance
closed to
change
Change
force strong Ongoing
Long-term
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Revitalisatio investment in
growing; throughout continuous
n organisationa
resistance the adaptation
l learning
open to organisation
change
Change
force strong Incremental
Change
but Periodic investment
limited to
declining; Renewal stepwise over
parts of the
resistance change intermediate
organisation
open to period
change
Change
force strong
Intense Focused
and Sudden
Restructurin change on a investment
growing; change
g few over short
resistance jumps
dimensions period
closed to
change