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A MODEL OF CHANGE MANAGEMENT

Non-Authoritative (Participative). A MODEL OF CHANGE MANAGEMENT. RISK. OVERT. High Power. Low Power. Education. High Risk. Low Risk. Incentives. Coercion. Choice. Compulsion. Low Risk. High Risk. Time. = Expense. Authoritative (Non-Participative).

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A MODEL OF CHANGE MANAGEMENT

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  1. Non-Authoritative (Participative) A MODEL OF CHANGE MANAGEMENT RISK OVERT High Power Low Power Education High Risk Low Risk Incentives Coercion Choice Compulsion Low Risk High Risk Time = Expense Authoritative (Non-Participative)

  2. “NON OVERT” CHANGE STRATEGIES [Exploiting Understanding of Human Behaviour] • Role Model • Float Ideas • Manufacture/create opportunities to “broaden horizons”/educate e.g. workshops, study visits • Networking e.g. strategic use of influential contacts • Team work (Group dynamics – explorers, advisers, organisers, controllers, linkers, etc) • Ownership

  3. “NON-OVERT" CHANGE STRATEGIES (CONTINUED) [Exploiting Understanding of Management Systems] • Accounting and financial systems • Planning/Management tools – workplans, etc • Inspection/Supervision/Monitoring • Evaluation Can make need for (further) change self evident. Can confirm/reinforce impact of successful change practice

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