Article2002

A change management process: Grounded in both theory and practice

Anthony J. Mento · Raymond M. Jones · Walter Dirndorfer

299 citations0/0 files storedJournal of Change Management

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Organizational Change and Leadership Organizational Management and Change Appreciative Inquiry and Organizational Change

Abstract

There exists in the literature a number of change models to guide and instruct the implementation of major change in organisations. Three of the most well known are Kotter's strategic eight-step model for transforming organisations, Jick's tactical ten-step model for implementing change, and General Electric (GE)'s seven-step change acceleration process model. This paper introduces a framework that draws from these three theoretical models but is also grounded in the reality of the change process at a Fortune 500 defence industry firm. The purpose of the paper is to provide guidance to the practitioner leading an organisational change process. This guidance is grounded in both theory and practice. The guidance is further enriched by the demonstrated use of such methodologies as mind mapping, lessons learned, storytelling and metaphors.

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References

1983Human Capital 1986Images of Organization 1989Choosing Strategies for Change 2000Learning in Action: A Guide to Putting the Learning Organization to Work 1992Successful change programs begin with results.1999Mind mapping in executive education: applications and outcomes

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