Lesson Structure:  Managing Change, BBS 211

There are 9 lessons:

1.  Scope and Nature of Change Management

• Change
• Maslow’s hierarchy of needs and change
• Common changes within business
• Specific types of change in business
• Tools for identifying if change is needed
• Ansoff’s matrix
• Boston matrix
• Pestle analysis
• An analytic approach change management

2. Organisational Change Management (OCM)

• Introduction
• Goal setting
• The pillars of organisational change management
• The development of an OCM Strategy
• Types of organisational change management strategies
• Behavioural economics and behavioural science
• Framing
• Data collection

3. Change Models

• Forces for change
• Challenges
• 7 common change process models
• Kubler ross model
• Bridges transition model
• Nudge theory
• 7s model
• Lewin’s change model
• Kotter
• Adkar model

4. Responses to Change

• Science and shifting norms
• How does organisational change impact people?
• Resistance to change and employee doubts
• How to counter resistance to change
• Reverting back
• Responding to staff transparently

5. Behavioural Change in Individuals

• Introduction to human behaviour change
• 3 steps in choosing a relevant approach
• Behaviour and the brain
• Stages of change model

6. Techniques, interventions and Approaches

• Behaviour change techniques
• Link the change technique to an intervention
• The staircase model: an example of persuasion
• Professional development as a behaviour change technique
• Planning for change: different approaches
• Data-driven change: analysis and re-analysis

7. Sustainable Change

• Why implementing sustainable change is important
• Approaches to sustainable change
• A model for sustainable change
• Installation vs implementation
• Neuroleadership
• Support systems
• Choice architecture

8. Succession Planning

• Prioritising succession planning
• Critical roles
• Approaches to succession planning
• Agile project management
• Business analysis as part of succession planning

9. Problem Based Learning (PBL) Project

Please Note:  Each lesson requires the completion of an assignment, submitted to your Tutor, graded, and returned to you with relevant suggestions, comments, and extra reading if required.

LEARNING GOALS (Aims) –  Managing Change  BBs211

• Define change and change management, including the types of changes that can occur.
• Learn how to plan, implement, and respond to change in organisations and workplaces.
• Analyse a variety of change process models and review their potential outcomes.
• Learn about human and organisational responses to change, including overcoming resistance to change.
• Explain at an individual or personal level what underpins human behaviour change, what change does to the brain, and the basic science behind habit formation.
• Explore behaviour change techniques in the context of specific interventions, applied at the personal level, and discuss the use of analysis and re-analysis in implementing more effective change.
• Explain techniques to sustain change.
• Define succession planning and how it can minimise the impact of change on a workforce or business and lead to successful business outcomes.
• Decide on appropriate change techniques and strategies needed for a specific organisation.

Change Management –  An Analytical Approach!

Traditional approaches to change management are primarily behavioural – they look at ways humans act and interact and use these observations to help achieve desired outcomes.

Many of these approaches look at habit formation, emotion and emotional resistance, and modelling (i.e. showing the change, such as a person in a leadership position following the outlined change plan).

Changes undertaken as part of traditional models may be the result of business thinking or business analysis, such as PESTLE or SWOT analyses.

Sometimes, they may be the result of trying to bring an organisation more in line with the company mission or values statement, or part of an overall rebrand.

In the 21^st century, analytical approaches to change management are also growing. In these approaches, data is at the core of the “why” behind the change, and also behind the justification for the change.

Rather than introducing change and then working with behaviour, analytic approaches to change management uses data tools to predict outcomes before the change is implemented.  This  helps to  recognise potential problem areas – and then use this data to help smooth rough areas.

How Data Science Can Help Manage Change

Data science is a large field that brings together statistics, informatics, and data analysis. It looks at structured data (think numbers and spreadsheets) and unstructured data (think images and social media posts). Both structured and unstructured data can give an organisation important insights into:

• whether change is necessary
• the scale of change needed 
• the potential reception of change at different company levels
• the effectiveness of introduced change over time.

Is Change Necessary?

One of the key points in change management is recognising whether or not change is necessary. To do this, the area of concern must be identified, e.g. profits are low. Once the area of concern is identified, analysis is run to work out where change could be implemented.

So far, the analyses looked at have been larger, more environmental and strategic analyses, which help in positioning an organisation against its competition or the market in general.

These analyses are helpful in finding new opportunities or recognising where competitors have an edge, but they will not save an organisation that is bleeding money. If the problem is low profits, a PESTLE and SWOT analyses can be run to ensure the organisation is not missing opportunities, but other analyses must also be run – analyses using the organisation’s data.

There are many types of in-house analyses that can be run, from number crunching through to employee performance reviews and employee feedback surveys to see what’s working and not working at a company.

An organisation must decide on the type of analysis needed based on the problem they are trying to solve, then run this to generate a picture of what is actually happening in the company.

Trying to implement change without knowing what is actually happening within the organisation first, can do far more harm than good.

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