Change Management Models - Research Paper Example

Table of Contents Introduction 2 Change Management Models 3 Improvisational Model of Change Management 3 Kotter’s Eight Step Model 5 British Army 7 Changing Role of British Army 8 Rationale and Implementations 11 Change Agents 12 Other Factors 13 Learning 15 Recommendations & Conclusions 16 Bibliography 17 Introduction It is prudently said that the only thing constant today is the word ‘change’. The environment around us is changing continuously. The onus lies on the organisations to align them with the changing environment. Further more to be really successful in this competitive world, the organisations have to bring the changing environment in its side and take advantage of the change. To do so, the organisation should engage itself in continuous research and developments of the technologies used and constantly act towards revival of the strategies with respect to the changing tricks of trade. In order to reap the benefits, the organisation should not be reactive to the changes happening around it but should be proactive to it. As it seems, changes are eternal and cannot be avoided so the way out is to manage those changes successfully. Managing of changes applies to all sorts of industry from finance to human resource, from marketing to information systems. Even the defense system is not outside its purview. With the newer innovations of technology and advancements in channels of communication, the defense organisations have to upgrade themselves continuously to counter their rival and safeguard citizens of their nations. Change Management Models Improvisational Model of Change Management It has been discussed that all organisations have to live and deliver within the changing environments. Various models have come up to demonstrate this. One such model on technological change management was developed by two of the eminent personalities involved with Massachusetts Institute of Technology. The model has been known as the ‘Improvisational Model of Change Management’. According to the model, this has been derived after thorough research; there are three basic types of change. The anticipated change, the emergent change, and the opportunity-based change. The model also sets for two assumptions. The first assumption holds that the change in an organisation is a continuous process and that there should not be any such timeframe after which the organisation can get back to its original posture overlooking the change. The second assumption says that all of the technological and organisational changes cannot be predicted well in time. According to the model, the first category of change that is the anticipated changes are those which are planned well before in time and occur according to the intention of the initiators. The second category of changes is the emergent changes. The rationale behind the emergent changes is that it generally occurs because of certain innovations, basically local in nature. The emergent changes differ from the anticipated changes as the former category are not anticipated and might not be intended. The model states that use of electronic mail as the medium of organisational grapevine is an emergent change as it was not anticipated and intended when the e-mail network was implemented. The third category of change i.e. the opportunity based changes are those which are not anticipated but are deliberately introduced to counter any unexpected scheme of happenings. It might be because of certain unforeseen disaster or unexpected opportunities. Improvisational change model exemplifies the usage of World Wide Web as the leverage creator for various companies through out the globe as the opportunity based change. When internet became immensely popular, it was found that many companies started to get themselves align with the modern method of communication and reach out to the vast array of stake holders which was never feasible earlier. So, when the change erupted, they took the opportunity. The scholars associated with the development of the model preferred to compare the change management model with that of the performance of Jazz Band over and above symphony or orchestra. As in the performance of Jazz, the band does not decide which notes they are going to play but rather decides just the composition and leaves a broad spectrum. Once on the stage, they decide on the next performance. Similarly, according to the improvisational model, the organisations should commence the process with anticipated change. They should also be open to the emergent changes and opportunity based changes those come in the process. This can be successful only if the there is continuous improvisation and flexibility. Kotter’s Eight Step Model Kotter derived his model of change management when he was engaged as consultant with hundred different organisations undergoing change. The model emphasizes the ‘felt need’ for change with in the set-up and provides importance to communicate the vision to the lower levels of the hierarchy. The model maintains that communication should be kept high during the process so that clarity is maintained. The basic model as prescribed as follows: Establish a sense of urgency – As the environment is fast changing, Kotter pointed out that to cope with the future potentials of the environment, and the organisations must increase the ‘felt need’ for change. Form a powerful guiding coalition – Lot depends upon the initiators of the change. It has been often observed that many a times the process of change has fallen flat because of non involvement of the management. So, to succeed the organisations should essentially involve all the related profiles and positions and should ensure cent percent commitment for change from them. Create a vision – Kotter felt that to guide the change a well though vision is a must. In his model, he prescribed to create a vision so that efforts of changes can be aligned together and strategies can be created to reap the desired results. Communicate the vision – It is a common notion that general people are averse to any kind of changes in the periphery of its immediate environment. Therefore, Kotter emphasised on communicating the vision of the desired change with highest order of sincerity. According to him, the vision should be communicated ten times more than the expected level to imbibe the requirements of change. Also he stressed that the communication should not get monotonous and should take the form of different types. Empower other the act on the vision – The other act includes to do away with the hindrances of change i.e. the unjust structures and systems with in the organisation. The fifth factor also emphasise on experimentation by the concerned manpower with newer ways. Plan for and create short term wins – Kotter held the view that to efficiently manage the change, the management should search and advertise only short term and visible improvements. The rationale behind this is that all the concerned people with the change might not have the farsightedness to view the long term objective in exact shape and size and therefore can be averse to change. To overcome the hurdle, the organisation should also reward people in public for the necessary improvements made. Consolidate improvements and produce still more change – The seventh factor of the model also states importance on promotion and reward to those who have worked towards the vision. It also stresses that to boost the change process; the responsible management should involve new projects and resources. The factor of change agents should de adequately dealt. Institutionalize new approaches – Last but not the least, Kotter declares that understanding of the fact the new behaviour is must for success, should be incorporated among the members. British Army British Army is presumed to be one of the prime armed forces in the world because of its glorious past and involvement with NATO. The British Army is in charge of protecting the citizens of England, Wales, Ireland, Scotland and Northern Ireland i.e. United Kingdom. The force has also been used as part of the operations United Nation during several occasions. The organisation structure of the army consists of the General Staff. There are Field Army and Regional Forces to support the staffs. Also they have collaborations with Royal Navy and Royal Air Force. Earlier there existed two top level structures with in the Army namely Land Command and Adjunct General. But on 1st of April in 2008, both the structure were merged and converted to HQ Land Forces. The newly converted force is commanded by Commander-in-Chief, Land Forces. The present organisation structure of the British Army is headed by Commander-in-Chief, Land Forces. The profile has three sub positions. They are Commander Field Army, Joint Helicopter Command and Commander Regional Forces. The Commander Field Army leads the 1st Division, 3rd Division, 6th Division, Theatre Troops and Land Warfare Centre. The position of Joint Helicopter Command looks after 16 Air Assault Brigade. The Commander Regional Forces undertakes the responsibilities of 2nd Division, 4th Division, 5th Division, London District, Army Recruiting & Training Division and United Kingdom Support Command (Germany). The names of various units in the British Army are based on certain historical proceedings. The battle groups are formed around a combat unit and are supported by various units and sub-units from different areas of the force. Changing Role of British Army With the changing environment, the traditional roles of army also call for a change. In early days, the army was meant to safeguard and protect the interest of the nation and the lives of its citizens. The objectives still holds good today but in literary terms the army has lot many other thing to do. Same is true for The British Army also. Few of the changing roles of this premier infantry group are as follows: Strategic Goals – The strategic goals of British Army are on constant review. In modern times, it is not just enough to protect the national interest being reactive. British Army strives to asses the future threats that United Kingdom and the whole world might face and take necessary steps to negate it. The modern threats include weapons of mass destruction, politically weak and instable states and most importantly international terrorism. Close Relationship – It is said that with in the periphery of last forty years, British Army has never worked so closely with Royal Navy and Royal Air Force. As the modus operandi of the trouble creators are on constant change so the requirements of extensive collaboration among all the wings of defense are felt like never before. This strategic development has been accepted by the well-placed sources. International Commitments – British Army is no longer concerned only with the protection of the British interest but has much bigger and dynamic role. It is the important constituent of the NATO (North Atlantic Treaty Organisation) forces. Also, many troops of the army is deployed all over the world as part of the United Nation forces and as some other multi-national forces. The dynamism of the British Army is beyond doubt as it has glorious records in not just war fighting but also in peace keeping and rebuilding and helping civil communities. Training and Development – Today, apart from leading and initiating the infantry involvements, British Army is also actively involved with training and development of other military forces all over the world to serve the bigger interest. They have such bases in Kenya, Sierra Leone, and Belize to train the troops of those nations. British Army also has its overseas deployments at bases like Brunei, Canada, Germany and Falkland Islands and many other areas. Newer Modes – Apart from the traditional equipments of war fighting, British Army has upgraded itself with the defensive measures with the chemical, biological, radiological and nuclear weapons. Popularly known as CBRN defense, the task calls for initiating military operations in the hazardous environment which is either created deliberately by the enemy force or can be the result of accidental contamination of the surroundings. Rationale and Implementations The desired changes can only be expected to reap aspired benefits only if there are adequate rationale behind the changes and proper implementation strategies. As has been discussed earlier, according to the Improvisational Model of Change Management, there are three basic types of change. The anticipated changes are those which have been rightly forecasted by the British Army and required steps taken well in advance. The training and development to lesser advanced army in Africa are such needs. The emergent needs are those that have arise all of a sudden. The involvements of British troops in Iraq or Afghanistan can be categorized as such changes. With the political instability rising up, the British troops were deployed there to restore peace. The third type of change is that of opportunity based change. The involvement of army in the civilian programmes like as aid during famines and floods exemplifies the third category. The army has the abilities to serve the society in such exigencies and also the relationship of army with the public can be improved which is seen as an opportunity. The recent changes of British Army can also be aligned with the Kotter’s Eight Factor Model. The urgency must be set by those in the higher in commands and vision is created. In army, the communication of vision is a straight forward channel i.e. commands from the hierarchy. The British Army, like all other armies has certain prestigious awards for excellence, which are used to motivate those who could perform according to the vision. The newer methods like latest weapons and armaments should be constantly acquired and upgraded. The implementation of the said changes in British Army is initiated from top order. Queen Elizabeth remains the ultimate authority and the day to day operations are taken care by the Commander-in-Chief, Land Operations. The command flows in the top-down order. The decisions and the implementation strategies are finalised with the close collaboration of Member of Parliament (comprising House of Commons and House of Lords) and Ministry of Defense (MoD). Change Agents To advocate and implement change in any organisation there are always certain change agents. Change agents can take the shape of any person as well as factors. Basically, change agents are those arrays of features or aspects which are instrumental to implement desired change in the organisation. Change agents can take the form of internal as well as external. Internal change agents are those factors which are initiated because of certain internal reasons. The conversion of the position of Land Command and that of Adjunct General into Commander-in-Chief, Land Forces can be identified as the internal change agent. The external change agents are the outside factor that facilitates change with in the organisation. The recent happenings in the world environment, the political and military decisions and the strategies of rival forces are some of the key external changes agents for British Army. The biological and chemical weapons being used by the terrorists or hostile nation calls for change in warfare technology. The activity of peace keeping force requires changing role of the British Army. Along with fighting and combating the rival forces, the human face of the army is also essential in ways of helping the hungry with food and aiding the ailing with medicines. Many of the external factors like changing strategies of the have call have resulted close collaboration in the operations of the three forces i.e. the British Army, Royal Air Force and the Royal Navy. With the advent of nuclear weapons, the strategies of the army have also gone for a change. As most of the nations are nuclear enabled power, so the situations require tactical solutions. Other Factors The change agents are the key facilitators of the change in the organisation. But they are not the only factors required for change. The successful management of change calls for host lot of other variables. Some of those factors are undermined below: Interpersonal Skills – Interpersonal skills can be referred as the behaviour of a person that influences his attitude and interaction with others. As it has been discussed earlier that people are always averse to change. So, the person responsible to initiate the change should have high interpersonal skills so that he can make his subordinates realize the benefit of the changed scenario. Though in army, the command cannot be defied but the seniors or the commanding officer having good interpersonal skills would motivate the subordinates better and also can pressurize the upper hierarchy to provide for more benefits. Leadership – Effective leadership is essential to provide right direction to the changing process. Leaders should be dynamic and should be able to far sight the future. When changes are initiated, it is the leadership that can make the organisation work towards the desired goal. The change in role of British Army like that from defense to peace keeping troops can be efficiently processed only with dynamic leadership as the two roles call for different attributes altogether. Coaching – It is vital in the management of change because without proper coaching and training, it is almost sure that the performers would not reach the expected level. And in case of the army, especially British Army, it is true to the core. In absence of coaching of using biological weapons or fighting in different geographical locations (like Iraq and Afghanistan) cannot be learnt without thorough coaching. Mentoring – Mentoring is very closely related with the coaching though there are certain different features. Mentoring is more of personal in nature related with perceived value where the facilitator has no agenda. As the troops of British Army remain thousands miles away from home year after year, they need mentors who can provide support (generally emotional) to the fleet. The process is crucial to the management of change as the trend says mentoring serve the purpose better than the official chain of command. Learning The learning from the analysis of change management of the British Army establishes the fact that change is a long term process. As change is inevitable today, it is better if the changes can be forecasted well in advance. Then the organisation gets ample time to plan the scheme of things and implement those accordingly. The change management can be successful, if and only if, the higher management is thoroughly dedicated and committed towards it. In addition to these, the factors like interpersonal skills, leadership, coaching and management should be used well so that the changes made become effective. Recommendations & Conclusions The change is inevitable in the present environment. The technological advancement and the developments in the medium of communication are influential in the evolving process of change. As the changes are taking place, they are to be managed efficiently. In order to do it, the organisation should be able to analyse and predict the forthcoming changes. Same is true for British Army. To outplay their rivals, British Army should be involved with continuous up-gradation of its arms and armaments, weapons and fleets. Constant review of the strategies is also required. The change agents should be dealt in efficient manner and should be diverted towards achievement of organisational goals and objectives. The strategic decisions regarding change management should involve all concerned profiles of the hierarchy and should ensure exhaustive commitment and dedication. Other important factors like interpersonal skills, leadership, coaching and mentoring should also be channelized towards the long term objectives of the organisation. With proper measures of managing change, the organisation can do wonders. The onus lies on the organisation to leverage itself with the changes. It can be said that with proper managing measures, the fear of change can be blessing to the organisation. Bibliography British Army Structure, No Date. Army. Ministry of Defense. [Online] Available at: http://www.army.mod.uk/structure/structure.aspx [Accessed June 11, 2009] Cameron, E. & Green, M., 2004. Making Sense of Change Mangement. Kogan Page Publishers. Jukanovich, D.M., 2001. U.S. Military Academy. Wharton Center for Leadership and Change Mangement. [Online] Available at: http://leadership.wharton.upenn.edu/l_change/other_organisations/us_military.shtml [Accessed June 11, 2009] Orlikowski, W. J. & Hofman, J. D., 1997. An Improvisational Model of Change Management. Center for Coordination Science. [Online] Available at: http://ccs.mit.edu/papers/CCSWP191/CCSWP191.html [Accessed June 11, 2009] Paton, R. & McCalman, J., 2008. Change Management: A Guide to Effective Implementation. 3rd Ed. SAGE Publications Ltd. Read More