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Change implementation. In the third phase, Jay and Smith suggest that the changes are 

implemented by piloting the change, introducing the new procedures, conducting training 

and finally rolling out the change. Choosing a pilot department or site may be difficult. 

However, the organisational aspects as they relate to reporting relationships, job defini‑

tions, training schedules, working procedures and reward systems must be still be defined 

and communicated.

4 

A supportive phase. In the final phase, the change must be stabilised. This means that 

management must openly commit itself to the change and  fine‑  tune or adjust procedures 

where necessary. Measuring acceptance and new behaviour and producing a formal report 

can be used to evaluate the effectiveness of the change. There must be prevention of a 

relapse, such as an attempt to revert to old systems and practices or even bypassing the 

new system altogether. Conducting regular review meetings along with continual training 

and procedure reviews can help this.

Hayes (2002) has summarised how change managers can facilitate progress through the 

overall change process and progress through the transitions an individual makes during 

change. He notes the following general implications of the transition model for change 

managers:

● 

The overall form of the transition curve will take different forms – individual stages may 

be longer or shorter and the degree of mood change at each stage can vary considerably.

● 

There will often be a time lag between the announcement of a change and a reaction to it. 

It is possible to mistake initial shock and denial for acceptance of the change.

● 

Different people and different parts of the organisation will pass through the change cycle 

at different rates and in different ways.

● 

Change managers will typically be out of step with other staff since they are involved ear‑

lier and deeper.

● 

The cycle cannot be avoided, but there is much that change managers can do to facilitate 

people’s progress through it.

Hayes (2002) gives specific advice about how change managers can facilitate change through 

different change transitions. This advice is summarised in Table 10.5 together with typical 

implications for digital business initiatives and applications.

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