In this section, we briefly describe the current models of change.
C.D.S. Model
This is a very simple three stage model and the three stages are:
1. assessment of the current state;
2. developing the desired state; and
3. formulating the strategy/plan to move the organisation (or system) from the current state to the desired state.
1. Assessment of Current State
At this stage, efforts are made to explore, analyse and identify the problems and unused opportunities, understanding the causes and visualising the effects. For this, a climate has to be created where people share their opinions and experiences openly and the management is willing to admit the gaps, slippages, wastages and other problems.Normally, a long list is generated and it is essential to prioritise and identify ‘points of leverages’, i.e., problems, which have high priority.
2. Developing the Desired State (Preferred Scenario)At this stage, efforts are made to determine how the organisation or organisational unit, project or the programme would look like after makingthe changes. For preparing the scenario, alternative possibilities or preferred scenarios are developed by using techniques like brainstorming, fantasy or a variety of structured exercises. Efforts are made to encourage both conventional and non-conventional ideas.A few indicators or criteria are also developed to indicate the achievement of the desired state. These criteria would help in future to determine towhat extent the desired scenario has been arrived at. The steps to be followed are listed below:
• Evaluate each of the scenario by using different methods and select the preferred scenario.
• Anticipate the difficulties likely to be experienced while deciding on the action steps to reach the desired scenario. Examine if appropriate steps can be taken and resources will be adequately available.otherwise, examine the feasibility of implementation of the next preference.
• Re-work on the selected preferred scenario to make it more explicit and inspiring.
• Ensure the commitment for the change initiatives and resources, and the commitment of the key persons in the organisation and outside.
3. Formulating the strategy/action plan to move the organisation from the current state to the desired state.
These strategies/action plans deal with how the movement from the existing to the desired state would be accomplished. Thus this stage would indicate how the results would be accomplished. For this, a wide range of alternative strategies to reach the new stage or preferred scenario would be identified. Each of the alternative strategies would be evaluated and the appropriate strategy would be selected which would help in achieving the desired outcome. These strategies would next be translated in the form of workable plans.
ADPI Model
This model consists of four stages (Fig.).
C.D.S. Model
This is a very simple three stage model and the three stages are:
1. assessment of the current state;
2. developing the desired state; and
3. formulating the strategy/plan to move the organisation (or system) from the current state to the desired state.
1. Assessment of Current State
At this stage, efforts are made to explore, analyse and identify the problems and unused opportunities, understanding the causes and visualising the effects. For this, a climate has to be created where people share their opinions and experiences openly and the management is willing to admit the gaps, slippages, wastages and other problems.Normally, a long list is generated and it is essential to prioritise and identify ‘points of leverages’, i.e., problems, which have high priority.
2. Developing the Desired State (Preferred Scenario)At this stage, efforts are made to determine how the organisation or organisational unit, project or the programme would look like after makingthe changes. For preparing the scenario, alternative possibilities or preferred scenarios are developed by using techniques like brainstorming, fantasy or a variety of structured exercises. Efforts are made to encourage both conventional and non-conventional ideas.A few indicators or criteria are also developed to indicate the achievement of the desired state. These criteria would help in future to determine towhat extent the desired scenario has been arrived at. The steps to be followed are listed below:
• Evaluate each of the scenario by using different methods and select the preferred scenario.
• Anticipate the difficulties likely to be experienced while deciding on the action steps to reach the desired scenario. Examine if appropriate steps can be taken and resources will be adequately available.otherwise, examine the feasibility of implementation of the next preference.
• Re-work on the selected preferred scenario to make it more explicit and inspiring.
• Ensure the commitment for the change initiatives and resources, and the commitment of the key persons in the organisation and outside.
3. Formulating the strategy/action plan to move the organisation from the current state to the desired state.
These strategies/action plans deal with how the movement from the existing to the desired state would be accomplished. Thus this stage would indicate how the results would be accomplished. For this, a wide range of alternative strategies to reach the new stage or preferred scenario would be identified. Each of the alternative strategies would be evaluated and the appropriate strategy would be selected which would help in achieving the desired outcome. These strategies would next be translated in the form of workable plans.
ADPI Model
This model consists of four stages (Fig.).
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| ADPI Model |
This phase aims at developing an understanding about the organisation, its culture and readiness for change. Efforts are made to understand the tasks, structure, strategies, systems, procedures and management practices, morale, motivation and internal and external environment.Different research techniques, interviews, brainstorming and workshops are used.
2. Designing Change Intervention
At this stage, the vision or the desired state of the organisation is prepared. Active involvement of top management and wide agreement on the interventions are essential.The key resource persons and other team members are identified and team building initiatives taken to ensure shared vision and commitment to change. The role of each member is clarified. A number of workshops, training sessions, meetings and presentations are usually held at this stage.
3. Planning for the Change
The objective of this stage is to plan for effecting the desired changes for achieving the vision. An action plan is prepared indicating the activities,responsibilities, time frame, counting huge measures and required resources.
4. Implementation
This is the most crucial stage. The action plan has to be implemented and the persons involved have to be educated and convinced about the gains.Extensive communication is required and high orders of leadership skills especially persuading skills are required. A number of presentations,meetings, workshops need to be held.The success depends on the internal resource persons or facilitators who would work in tandem with the change agent/consultant. It is difficult to get successful implementation without Project Management skills.
Action Research
A change process based on systematic collection and analysis of data is called action research. In this approach, data is collected to diagnose the problem and action steps are identified on the basis of the analysis of the data. It is a five step process (Table).
2. Designing Change Intervention
At this stage, the vision or the desired state of the organisation is prepared. Active involvement of top management and wide agreement on the interventions are essential.The key resource persons and other team members are identified and team building initiatives taken to ensure shared vision and commitment to change. The role of each member is clarified. A number of workshops, training sessions, meetings and presentations are usually held at this stage.
3. Planning for the Change
The objective of this stage is to plan for effecting the desired changes for achieving the vision. An action plan is prepared indicating the activities,responsibilities, time frame, counting huge measures and required resources.
4. Implementation
This is the most crucial stage. The action plan has to be implemented and the persons involved have to be educated and convinced about the gains.Extensive communication is required and high orders of leadership skills especially persuading skills are required. A number of presentations,meetings, workshops need to be held.The success depends on the internal resource persons or facilitators who would work in tandem with the change agent/consultant. It is difficult to get successful implementation without Project Management skills.
Action Research
A change process based on systematic collection and analysis of data is called action research. In this approach, data is collected to diagnose the problem and action steps are identified on the basis of the analysis of the data. It is a five step process (Table).
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| Steps in Action Research |
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