A model developed by R. J. Bullock and D. Batten derived from project management entails a varied process to bring about planned change in an organization which includes four phases, exploration, planning, action, and integration. (Bullock. Batten: 1985). The exploration entails managers attempting to confirm the need for change and securing the resources for the same. These resources could vary from physical and financial to managerial in terms of assistance to bring about transformation. The exploration phase entails a discussion of the planned process of change by all the participants. This involvement establishes the need for change and resources are committed.
Participants denote their active involvement and roles and responsibilities of each are fully recorded to seek their commitment to change. Goal setting is said to be an important facet of this phase of change. (Akins: 2003). The next step involves creating a plan for change to include a set of key decision makers and experts for planning in detail. During the integration phase, issues, and opportunities for change are discussed and a commitment for change is generated. In this phase, goals are established and a plan is prepared for the implementation of change.
The feasibility of achieving these plans is discussed and the final plan approved. The positivity of change is thus reinforced. (Akins: 2003). The third stage involves implementing change with adequate scope for review based on feedback. In the action phase implementation takes place. The emphasis is on the action and not discussion. Progress could be discussed during this phase and there may be a need to return to the exploration phase to discuss alternative strategies. (Akins: 2003). In the final phase, integration takes place with the change assimilated and aligned to the needs of the organization by the formalization of the processes through the policies and procedures.
(Reactive vs. Proactive Change: 2005). Consolidation takes place in the final phase of integration so that the behaviours are reinforced and the outside change agent’ s role is gradually reduced.
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