Module 8:

A MODEL for CHANGE

MANAGEMENT
 Effectiveness Equation
• Effective (100%) = Quality of Solutions (20%) x Acceptance (80%)

E=QxA Change initiative

Q focused on
customer needs
E (target)
The Challenge = Do It With Speed!

A
Change Acceleration Plan (CAP) Model
CAP Model Elements
• LEADING CHANGE
• What all successful change initiatives have in common - a champion
who sponsors the change.
• Champion - exhibits visible, active public commitment and support
of the change.

• CREATING A SHARED NEED

• The reason to change - threat or opportunity
• Instilled within the organization and widely shared through data,
demonstration, or demand.
• The need for change must exceed its resistance.
• Various individuals and groups have different needs that must be
understood by change leaders.
CAP Model Elements
• SHAPING A VISION
• The desired outcome of change has to be clear, legitimate, widely
understood, and shared.
• Key people must share and accept the picture of the new change as
well as grasp the new behaviors necessary to successful
implementation.

• MOBILISING COMMITMENT
• There is a strong commitment from key constituents to invest in the
change, make it work, and demand and receive management
attention.
• Key constituents agree to change their actions and behaviors to
support the change.
CAP Model Elements
• MAKING CHANGE LAST
• Once change is started, it endures, flourishes, and “lessons learned”
are transferred throughout the organization.
• Change is integrated with other key initiatives. Early wins are
encouraged to build momentum for the change

• MONITORING PROGRESS
• Steps forward are real, benchmarks set and realized, and indicators
are established to guarantee accountability. Systematic attention to
progress and timing of the change process is necessary.

• CHANGING SYSTEMS AND STRUCTURES

• Management practices are used to complement and reinforce
change.
• Existing systems should reinforce the change and are aligned with its
successful implementation.
Threat vs Opportunity Matrix
TPC Analysis for Resistance to
Change
• TECHNICAL RESISTANCE
Aligning and Structuring Organization
• Habit and inertia
• Difficulty in learning new skills
• Sunk costs
• Lack of skills
• POLITICAL RESISTANCE
Allocating Power and Resources
• Threats to old guard from new guard
• Relationships
• Power and authority imbalance or self-preservation
TPC Analysis for Resistance to
Change
• CULTURAL RESISTANCE
Articulating the Glue or Cultural Normal
• Selective perception
• Locked into old “mindset”
• Afraid of letting go
ASSESSING SYSTEMS
AND STRUCTURES
THANK
YOU

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