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This site last modified on
December 13, 2008 |
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Phase 5
of The Linked Management Models
The
Three Phases of
Change
Change
Management - How
we can optimize the
change
experience.
By Craig A.
Stevens, PMP, CC and his students
The Three Phases
of Change Table
of Contents
(Under
Construction)
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“The only person who likes change is a baby with a wet diaper!”
Mark Twain
So… Why Change? Change is going to happen! You either master change or
become irrelevant.
(See also Change Control and Configuration
Management)
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"Without change there is no innovation, creativity, or incentive
for improvement. Those who initiate change will have a better opportunity to
manage the change that is inevitable."
William Pollard, Quote found by
Glenn
Doty (TNU 2004).
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Steven W. Gambrell and Craig A. Stevens wrote a paper entitled "Moving
Through The Three Phases of Organizational Change," published in the
July/August 1992 issue of Industrial Management magazine. They explained change
in three phases: Before, During and After. They explained that with every
major planned change in an organization, a natural dip will most likely occur in
productivity, motivation, and/or quality of work. They called this dip the
cocoon stag of the change. It may start before the change starts and will
likely continue after the change is implemented.
On this site we investigate change management
using the Linked Management Models.
On this page, to help explain change we look at the evolution of the
change curves, explain the three phases of change, how project
management is the implementation tool, and how to minimize the cocoon
stage. We compare
several different types of curves associated with, Technology, Project
Management, People and Stress, and Organizations and then compare each
curve with a our own specific change model. We challenges the
descriptions of change as always having a “valley of despair” and
compare this concept with the requirements of the 21st century. Based on
the comparisons, we explain an alternative philosophy and a way to
describe change. The links below take you to more details related
to before, during, and after the change.
Sub-Step 1 -
Before the Change Happens (Ensuring Success)
Sub-Step 2 - During
the Change (Minimizing the Negatives)
Sub-Step 3 - After
the Change (Maximizing Success)
PowerPoint Slides for the ASEM
Conference
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Intro to Change
Presentation
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Understanding and
Comparing Change Curves
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Minimizing the Dips in
the Change Curves
ASEM PAPER
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Consider The Butterfly and
Change
“In nature, picture the caterpillar. It
is alive and appears to serve a purpose. However, if examined more
closely, it may appear to be inefficient. The caterpillar eats too much,
stays on one bush all of its life, and is destructive, slow, and
unproductive. But, a natural transition occurs as the caterpillar weaves
a cocoon (chrysalis).
To a child the cocoon appears to be “dead.” It
does not eat at all, it remains very still, and it appears to be a lot
worse off than the caterpillar. However, unseen by the human eye, a
major transition is under way inside the cocoon. The cocoon, once the
sleeping place for the caterpillar, starts to open and slowly a creature
appears, all wet and sluggish. As it starts to dry, a butterfly
transforms into all its glory. In addition to moving away from the bush,
it can now fly, sometimes the length of continents. Now it seems to
serve a more noble purpose, for it eats only nectar, is beautiful, and
plays a role in the propagation of fruits and seeds by pollination.
Our own physical environments go through
similar changes. As an example, think of the renovation of an old
strip mall shopping center into a more modern mall. The shopping center
has a purpose and provides a service; the store spaces are occupied and
customers are present. But there is room for improvement. Someone has a
dream of a more beautiful place and better environment. However,
To accomplish this vision, things have to change.
During the change parking lots are bulldozed,
outdated buildings are demolished and dust is everywhere. Minor,
temporary inconveniences are created for both shoppers and merchants,
stores relocate and customers temporarily stop shopping, missing the way
“things used to be.” Like the cocoon, the shopping center appears to be
worse than before. But, gradually the mall is rebuilt, remodeled and
cleaned. Soon the stores open, customers come back and the new mall
looks better than ever, serves more needs, and makes more money.
Organizations go through similar stages of
change. Like the butterfly and shopping mall transitions,
organizations go through similar stages of change. The curves may not
all look the same but the stages are inevitable whether the change
results in a negative or positive outcome.”
Stevens, C.A., Steven Gambrell, "Moving Through the Three
Phases of Organizational Change," Industrial Management Magazine, Institute
of Industrial Engineers, July/August 1992.
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Everything naturally goes through a lifecycle and the only way to prolong
the life is to change.
Survey conducted by Gallup Organization and commissioned by
Proudfoot Change Management, a division of international consulting firm.
Reported in Barbara Ettorre, “Buddy, Can You Spare Some Change!” Management
Review, January 1994, p. 5. As reported by Hersey, Paul, Kenneth Blanchard and
Dewey Johnson, Management of Organizational Behavior, Leading Human Resources
8th ed., Prentice Hall, NJ 2001.
Check Out Those
Curves:
Several different curves relate to change. Here we
compare some to the Westbrook Stevens Butterfly Model.
1. Technology “S” Curves
2. Project “S” Curves
3. People “Stress” Curves
4. Risk Management “J” Curves
5. Organizational Change Management Curves
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