Transition phase
Typical actions by change managers
Implications for digital business implementation
1 Shock/
awareness
Create a climate of receptivity to change.
Announcement sufficiently in advance in
involving senior managers.
Pre- announcement and involvement are readily
practicable for digital business. Announcement and
ownership by a senior manager is important.
2 Denial
Diagnosis of the reason for denial is
important. Gently support the staff through
denial.
Repeat message of reason for change and
justify. Find ways to get staff involved in
change early.
Involvement is typically a requirement of digital
business projects, so this is usually practical
for some staff; for others communication of the
benefits and progress of the project and the
implications for them should be considered.
3 Depression
Providing support and listening are required
at this stage rather than ignoring complaints.
This stage can be accommodated through
prototyping and recording feedback in the live
system.
4 Letting go
Continued explanation of the benefits of the
new system without denigrating the past
approach. Setting targets associated with the
new system.
Around this stage prototypes of the new system
will be available which will help with the process
of letting go since tangible evidence of the
new system and, hopefully, its benefits will be
available.
5 Testing
Testing is encouraged by encouraging
experimentation without blame where
problems occur.
Testing corresponds to the testing phase of the
system or adoption of the new system dependent
on involvement. Positive or negative feedback on
the new system should be encouraged, discussed
and acted upon where appropriate.
6 Consolidation
This is facilitated by reviewing performance
and learning and recognising, rewarding and
communicating benefits.
Improvements achieved through the system should
be assessed and communicated.
7 Reflection and
learning
This is achieved through structured learning
about the change through reviews and
encouraging unstructured learning such as
feedback about the system.
Post- implementation reviews should occur at this
stage, since this acknowledges that no system
can be perfect first time and future improvements
are planned for. The use of a structured system
to log problems with the system or process can
also help.
Source: The middle column is based on a summary of the commentary in Hayes (2002).
Table 10.5
Facilitating organisational change through a transition model
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