We are all changing, whether we refuse, tolerate or embrace it. I think it is essential to pay more attention to the way we perceive CHANGE and manage different aspects of it. That is why in this article I'm trying to provide the readers with my most 8 favorite tools to understand, thus control change in life, your business, and in general wherever a group of people exists. First, let me be clear by what I mean when I say "change". According to Google's dictionary change means "make or become different", or "take or use another instead of". According to Wikipedia, change refers to an array of different disciplines form Arts to Management and Math. By change I mean "positive change" and by positive I mean how this "becoming different" serves strategic objectives that we define, that simply being used to do good. For other types of change, you may refer to the word "manipulation" which is a totally different story.

1. 8 MODELS TO UNDERSTAND TO HELP YOU
UNDERSTAND AND CONTROL
C H A N G E

2. T H E M A G N I T U D E O F C H A N G E
Revolutionary
change
Focused radical
change
Comprehensive
moderate change
Evolutionary
change
Scope ofchange
Amplitudeofchange
NarrowBroad
LowHigh
Reference:
de Wit, B. and Meyer,
R. (1998), Strategy -
process, content,
context, International
Thompson Business
Press, London.

3. D I M E N S I O N S O F C H A N G E
Defend
Focused response
Remove faults and obstacles
Attack
Focused innovation
Competitive advantage
Rationalise
Continues improvement
TQM
Transform
Radical redesign
Dramatic performance
Improvement and step change
Degree ofchange
Paceofchange
StrategicTactical
MeasuredRapid
Reference:
Ward, J. and Griffiths,
P. (1996), Strategic
planning for
information systems,
2nd Ed., John Wiley &
Sons, Chichester.

4. T H E D R I V E R S O F C H A N G E
Predetermined
factor
Scenario
variable
Don’t include
in scenarios
Don’t include in scenarios but
monitor
Degree ofuncertaintyin thevalue ofvariables
Levelofstrategicimpact
HighLow
LowHigh
Reference:
Finlay, P. (2000),
Strategic management
- an introduction to
business and
corporate strategy,
Prentice Hall, Harlow.

5. E N V I R O N M E N TA L U N C E R TA I N T Y
Low uncertenity
Rational strategy model
Needed information
is known and available
Moderate uncertainty
Formulators implement strategy
Constant need for new
information
Moderate uncertainty
Implementors formulate strategy
Information
overload
High uncertainty
Radical strategy model
Not known what
information is needed
Rate ofchange
Complexity
HighLow
LowHigh
Reference:
Hatch, M.J. (1997),
Organizational theory
- modern symbolic
and postmodern
perspectives, Oxford
University Press, New
York.

6. D I F F I C U LT Y O F D I F F E R E N T A S P E C T S O F C H A N G E
Values
Attitudes
Management style
Action
Feelings
Time to change
Difficultyofchange
Reference:
Atkinson, P.E. (1990),
Creating culture
change: the key to
successful total quality
management, IFS
Publications, Bedford.

7. C H A N G E I S S U E A N A LY S I S
But actuallyis…
Appearstobe…
Reference:
Grundy, T. (1993),
Implementing
strategic change – a
practical guide for
business, Kogan Page,
London.
SimpleComplex Illusion Enigma
MinefieldMagnet
ComplexSimple

8. T H E PA I N / G A I N E Q U AT I O N
Develop future
state vision
Good candidate
for business re-engineering
Analyse
and develop
Develop dissatisfaction
with status quo
Perceived gain ofradical change
Preceivedpainofthestatusquo
HighLow
LowHigh
Reference:
Obolensky, N. (1996),
Practical business re-
engineering – tools
and techniques for
achieving change,
Kogan Page, London.

9. T H E C H A N G E E Q U AT I O N
D xVxF> R
Reference:
Dannemiller, K. D., &
Jacobs, R. W. (1992).
Changing the way
organizations change:
A revolution of
common sense. The
Journal of Applied
Behavioral Science,
28(4), 480–498.

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