The pace of change has increased exponentially over the last few decades, with vast legislative, political and economic shifts, as well as rapid advances in artificial intelligence (AI). The COVID-19 pandemic also led to radical changes in our approach to health, wellbeing and the working environment, such as the increased use of technology for remote working.
It is clear that to survive, and thrive, organisations must respond to this change. People professionals need to be ready to co-ordinate change across all sectors, to keep ahead of developments and support people in their organisations to embrace change.
Often it is not the change itself that is challenging, but the way change is managed and embedded in the workplace. This guide will help you to manage change well, by identifying the barriers and addressing the potential pitfalls.
What is change management?
Models for change
There have been many models developed to support the management of change, which include identifying the change required, designing and then implementing the change programme. These models are based on the theory of how change happens rather than dealing in detail with practicalities of implementing change. However, they can provide a framework for people professionals to build on when planning for change in their organisation. There are various types of change model, ranging from models that consider how people’s behaviour can be changed to those that outline how people experience change and often organisations will need to consider all these aspects when planning change projects. A few of the most well-known models are outlined below, along with the potential pros and cons of each model and the situations in which people professionals might consider using these models.
Stages in the change management process
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