A suitable plan of action is a key thing in managing change. Change implementation and management is an ongoing process that takes not only time but also the dedication and a high level of expertise. Choosing a change management approach is an important step in successful change implementation. The most widely used models are the DICE model, the ADKAR change model, and the model offered by McKinsey.
The DICE model is used to determine whether a change program will succeed or fail by identifying four factors, which are “duration, integrity, commitment, and effort” (Palmer et al., 2017, p. 321). If the duration is short with frequent reviews, duration scores highly. If an organization has a skillful leader and employees are enthusiastic, integrity and commitment score highly. The factor of effort considers the actual effort the staff needs to exert apart from the current workload. The evaluation results are divided into different categories, which are win zone, worry zone, and woe zone, depending on potential risks (Palmer et al., 2017). The DICE framework allows a change manager to create a plan of action based on identified weaknesses.
The ADKAR model is based on five components, which are awareness, desire, knowledge, ability, and reinforcement (Palmer et al., 2017). This framework is a diagnostic and planning change management tool that can be used for several purposes, in particular, to identify why change is difficult and develop communication strategies. This model pays specific attention to individual perceptions of employees whose enthusiasm and support are key to successful organizational change.
The McKinsey checklist includes several tactics that contribute to the success of the change. These tactics are goals, structures, involvement, and leadership, which allows for saying that the model is concentrated mainly on organizational, management, and leadership properties. By evaluating each of the tactics, a change manager can identify weaknesses of the change and gain insight into what should be improved. The checklist highlights that a successful change is possible only when these four powerful components are combined.
However, all three models are only theoretical guidelines that determine factors that should be addressed rather than explaining how. Organizations must always improve their performance to get a competitive advantage and produce greater profits (Anderson, 2017). An indispensable part of all the above-discussed models is the establishment of the need for change with further communication of this need to all the staff. Clear and timely identification of the need for change contributes to the successful process of transformation.
As a system, an organization depends on several factors that influence its functioning. These factors can be both internal and external and act as reasons for the organizational change. Among external factors, there are geopolitics, hyper-competition, reputation, mandate, demography, and fashion (Palmer et al., 2017). Fashion means following trends in organizational change with a low perspective of achieving benefit. Demographic changes are related to the aging of the workforce and the change in its composition. Geopolitical driving forces are associated with the intensification of global business relationships, technological innovations, and international trade.
Among internal organizational drivers, there is growth, new chief executive, integration and coordination, power and politics, and corporate identity (Palmer et al., 2017). Growth generates problems of a required increase in scope and complexity. Integration and coordination are common problems for larger organizations requiring better communication between different departments. A new chief executive can set a new direction and bring new ideas. Corporate identity provides for a shared goal, which is a valuable asset for any kind of organization. Power and politics drive organizational change and depend on the interests of stakeholders.
A comprehensive leadership model should include the following steps:
Depending on the type of change, in particular, the type of pressures driving it, there are different images of a leader. A leader has to act as a director if the change is a result of strategic pressure or low internal efficiency (Anderson, 2017). A leader has to act as a navigator if there are strategic threats. A leader has to act as a caretaker if the
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