Change Management Report: ADKAR, Oakland, and Buchanan Models Analysis

This report provides a comprehensive analysis of change management processes, focusing on three key steps: corrective actions or interventions, successful change management strategies, and the measurement of change progress. The report utilizes the ADKAR model to understand the phases of change implementation and how to address associated complexities. It emphasizes the importance of well-defined corrective action plans, detailing steps such as identifying requirements, understanding the impact of change, and documenting procedures. The Oakland model is then applied to ensure effective change management, highlighting the significance of readiness, clear leadership, and communication. Finally, the report explores methods for measuring the progress of change, including key indicators and the application of the Buchanan model to assess the sustainability of the change. The report concludes by emphasizing the necessity of a well-planned and continuously monitored change management process for effective implementation.

Change Management
[Document subtitle]

Change Management
Table of Contents
Executive Summary.................................................................................................................................2
Introduction.............................................................................................................................................2
Step 1: Corrective Actions “Interventions”..............................................................................................2
Step 2 Successful Change Management..................................................................................................6
Step 3 Measuring Progress of the Change...............................................................................................7
Conclusion...............................................................................................................................................8
References...................................................................................................................................................9
1

Change Management
Executive Summary
In this report we will analyze various aspects of the management process. The report is broken
down into three steps and detailed discussion is made on how to ensure that the objective of
effectiveness, efficiency and economy for the organization is achieved in each of these steps.
Following are the key findings of the report-
 Intervention is the deliberate activities that are implemented to facilitate a certain change
in the organization.
 The intervention may occur to provide feedback about the team dynamics after a change
happens, issues and suggestions for an effective change.
 ADKAR model should be applied to understand the change process.
 Detailed steps to develop an effective corrective plan is mentioned in the report.
 Oakland model is used to ensure that the plan is successful and the issues does not get
intensified.
 The last step defines how the change’s implementation will be ensured through
spreadabilty and stickability and what other actions can be taken to ensure that the
changes are effectively implemented.
Introduction
Change is a crucial part of every organization’s growth. In order to match up with the external
environment and maintain a competitive edge, the change management process needs to be in
place. In this report, we will discuss some crucial elements of the change management process
such as corrective action or intervention, a successful change management process and
measurement of the extent of change in the organization. It is important to have a well-defined
change management process that ensures that minimum resistance is faced and the employee
engagement is maximum. The change management process should be monitored using various
2

Change Management
management models popular in the industry. A corrective action plan is needed to be ready
beforehand to ensure that the risk of failure and wastage of resources as a consequence of the
implementation of change. In this report, we will use ADKAR model we will understand the
complexities that arise while making changes happen and how these complexities can be tackled
by breaking the process down into phases and tackling each phase to affect a successful and
controlled change and achieving the motive behind it.
Step 1: Corrective Actions “Interventions”
Intervention is the deliberate activities that are implemented to facilitate a certain change in the
organization. To enhance the effectiveness and efficiency of various functions and to remain
updated changes are required. Thus, interventions make these changes smooth and changes are
implemented in order to get the planned result. Managing and implementing change is ensured to
go smoothly through an intervention. Intervention can be made by the internal staff or by
appointing as a consultant who is an independent outsider. It happens during the task that
initiates change at whatever level it is happening. The intervention may occur to provide
feedback about the team dynamics after a change happens, dealing with the issues in the
organization, improve communication with staff, educate them and bring a constructive change
in the organization to improve overall performance (Toolbox, 2017). Intervention ensures that
the reason for and vision of the occurrence of change is continuously being communicated.
Improper execution of the plan makes a high risk of failure (Visagie & Ukpere, 2012). Change
management intervention may occur at four levels namely, Strategic, Operations, Program and
project development management, and Institutional development.
The ADKAR model of implementing change recommends a change in following phases-
Phase 1: Awareness
3

Change Management
It is the first step towards change. Here the need for the change is realized and communicated.
The staff is motivated to move forward from their comfort zone by communicating the need and
importance of change. How their work will get easier as a result of such change should be
explained. The reaction of staff must be analyzed and further course of action should be decided
accordingly. Some might show disagreement passively while some might come forward openly.
When they resist change management should evaluate whether the change needs to be slowed
down or the idea should be kept on hold. If the change is necessary and cannot be delayed active
communication with the staff should take place. Two-way communication in which the
employee asks questions and is able to give suggestions will ensure that the change management
process will be carried out with fewer hurdles.
Phase 2 Desire
There needs to be an understanding need to change as well as the desire to effect such change.
People need the motivation to facilitate change. Forceful changes should be the last option to be
exercised. The rationality behind resistance should be taken care of. Thus, desire will become
only when people are fully convinced that the change is necessary and is for their own
betterment. Transition becomes easy when people are fully aware and the change is desired.
Phase 3 Knowledge
The people must be made educated about all the aspects of the change and how the change will
be implemented. This will make them prepared to face the consequences of the changes. This
makes them fit for the transition as well as the implementation process.
Phase 4 Ability
4

Change Management
The staff must be prepared to bear the change by brushing up their skills and enabling them to
face challenges while implementing the change. Being prepared in advance enables people to
avoid costly mistakes that may occur while transition and makes the process lengthier.
Phase 5 Reinforcement
After the change is made corrective actions should be taken to remove its ill effects. Due
diligence and identifying the root cause of the issue is a must before applying a corrective action
plan (Pearson, n.d.).
The corrective action plan or the intervention must consist of the following steps-
1. The facilitator must identify the requirements of the plan. The part of the system which the
change affects the most must be identified and the change must be identified and corrective
actions must be taken. Understanding of the need that had driven change and create an
appropriate corrective action plan that suits the requirement is needed. The management
needs to do due diligence before outlining an intervention. Documentation of the plan and
procedural requirements should be in place and be as per the requirement that may arise in
future for referring to such documents.
2. The plan should be well designed and the framework should have the options of integrating
the actions should be in synchronization. It should identify the duties and responsibilities of
each individual and procedures that are required to be followed. The plan must address how
the effectiveness of the implementation of the change will be evaluated and what will be the
indicators of nonconformance. Identifying legitimate nonconformances and related issues,
investigating its root cause and determining correct solutions should be part of the plan.
5

Change Management
3. Teams are formed to implement the corrective action plan and a comprehensive action plan is
created to develop a well-implemented corrective action plan. Structure and functionality of
the plan are tested from time to time. Formal documentation is carried out simultaneously.
4. Training is conducted in mid of transition phase to get feedback and know the issues faced by
the team and give them an appropriate solution. It reduces team members anxiety and helps
in boosting their morale.
5. Implementation of corrective actions becomes better when proper training is imparted in
advance. Since all the procedures, instructions and methods are in place the process will
become easies.
6. The system should be checked from time to time to identify the flaw in advance.
Step 2 Successful Change Management
The framework for effective change management proposed by Oakland is a generic model that is
made for the lean manufacturing approach. It identifies change factors and the critical success
factors that enable the implementation of the change more effective. It ensures that the motive of
change remains the key result and the success factor for the change. The fundamental cycles of
the change are readiness of the change and change implementation. Change is driven from the
competitive pressures and results in an improvement in terms of technology, quality or cost
optimization. These drivers should be effectively communicated in a way that employees are
convinced about their necessity and benefits. The success of a change can be ensured only when
the organization is ready for it. Significant resources get wasted if the organization fails to
implement the change. Thus, affecting readiness by identifying the need for such change and
having a clear leadership direction will eliminate the risk of failure. The vision and goals should
6

Change Management
be relatable to every employee. After building readiness development of change agent is crucial.
Concept of the change will be understood if the change agent system is in place. This system
educates the employee with all the aspects of change and makes them familiar with the new
environment. It enables the staff to have skills competencies and aptitude to implement a change.
Tools, techniques and procedures are applied once the staff is ready for the change. Effective
communication through training and review is required to ensure that the change is implemented
without any hindrance. Transparency, knowledge sharing, continuous learning and evaluation is
required to ensure a smooth transition. System and control step of the framework ensures that
efforts towards progress and its effectiveness are quantified and reviewed. The performance is
analyzed and monitored and suggestions for improvement are made. At the lower circle of the
framework steps returns on the organizational change. Sustainability can be achieved by gaining
and value-adding through change (Norani, Deros, Wahab, & Nizam, 2012).
Step 3 Measuring Progress of the Change
Changes after being implemented should be checked whether the motive has been achieved and
at what cost. Once the change gets established it is also necessary to ensure that staff sticks to the
change. To ensure spread ability of the change, i.e., the successful adaption of the change across
the organization three key factors needs to be ensured. Firstly, the spread is affected by the
attributes of the innovation, context should be reflected by the organizational climate for
implantation, and the value of the potential users to inhibit the fulfilment of their values. The
sustainability of the change can be ensured only when the plan is made to stick, spreading is
done effectively by establishing a strong implementation climate. It should be ensured that the
employees have sufficient skills to use innovation and giving them incentives for such
innovations. Obstacles faced by them should be removed which they may encounter while
adopting new work practices (Connolly).
7

Change Management
According to Buchanan Model of the perpetual transition management, there are four layers of a
successful change. The first layer is the trigger layer where the opportunity or threat that leads to
a crisis is identified and the idea is communicated to the team. Next the Vision layer the structure
of change and future is defined, challenges are tackled with innovation. At conversion, layer staff
is persuaded to adopt the change, understand the structure through training. Lastly at the
maintenance layer belief in the new system is restored and ritual is made.
Following are the key indicators of change-
 Achieving desired performance
 Efficiency improvement
 Deadlines and parameters of the project plan are achieved.
 The organization is more self-sufficient.
 KPIs are applied to measure progress.
 ROI of the project is realized in stipulated time.
 Progress is as per the timeline.
(Prosci, n.d.)
Conclusion
In this report we have analyzed the three aspects of a change management process, i.e.,
development of corrective actions, guiding change management and measuring progress of such
change. Thus, using ADKAR model the management can phase the change process to ensure
maximum acceptance and effeteness of change. Using the Oakland model the success factor of
change can be identified and ensures and using the Buchanan model the level of success of the
change can be measured. A well-planned change and continuous monitoring will ensure that the
change is effectively implemented.
8

Change Management
References
Connolly, M. H. (n.d.). Social Work: Contexts and Practice . Melbourne: Oxford University Press.
Norani, N., Deros, B., Wahab, D., & Nizam, M. (2012). A framework for organisational change
management in lean manufacturing implementation. International Journal of Services and
Operations Management , 101-117.
Pearson, S. (n.d.). What’s the ADKAR Model and How to Use It. Retrieved from tallyfy.com:
https://tallyfy.com/adkar-model/
Prosci. (n.d.). Metrics for Measuring Change Management. Retrieved from www.prosci.com:
https://www.prosci.com/resources/articles/measuring-change-management-effectiveness-with-
metrics
Toolbox. (2017). The Different Levels of Intervention in Change Management. Retrieved from
hr.toolbox.com: https://hr.toolbox.com/blogs/rosario-longo/the-different-levels-of-
intervention-in-change-management-112216
Visagie, J., & Ukpere, W. I. (2012). Leading a successful change intervention in a modern organisation:
Key elements to consider. African journal of business management , 12068-12075 .
9