Change models - Using the models
Much has been written on leading and managing change over the last 50 years, much
of it relating to the commercial sector. The models and tools featuring on this
website are just a sample, selected for their relevance to children's services
and public sector change.
The purpose of providing this resource is to encourage leaders of change to
familiarise themselves with the different models and tools which are available:
to appreciate the insights and to be aware of some of the limitations.
Change is complex. It can be:
- planned – a product of conscious reasoning and actions
- emergent – shaped by unconscious attitudes and unpredictable
factors, uncertainty and chance
- continuous – adapting and accommodating to problems and
opportunities
- episodic – an occasional, discontinuous shift in direction
- developmental – improving skills or existing processes
- transitional – achieving a known desired state from an existing
one
- transformational – radical shift in structure, processes
culture and strategy to a state which is unknown and emergent.
The purpose of using these models is to be able to answer the following questions
in some depth:
- How can we understand complexity, interdependence and fragmentation?
- Why do we need to change?
- Who and what can change?
- How can we make change happen?
Each of the models and tools listed here will provide different answers to these
questions. The greater the depth of understanding, the more likely it is that
change will achieve its objectives.
Some useful reports and reviews on managing change in the NHS can be found on the
National Institute for Health Research Service Delivery and Organisation (NIHR
SDO) programme website.
Visit the National Institute for Health Research Service Delivery and
Organisation (NIHR SDO) website.
Top
