Coping with the change curve by Jeanie Daniel Duck, 2001. Management practice.

Just taking a wee breakie from my “burning of my midnight oil” bashing on my graded unit, economics, management, business culture and strategy, I want to spill some seeds hoping it lands on fertile grounds tonight..for all the monsters in mah wee plez… roaming around for change.

Alright, (Jeanie Daniel Duck, 2001)> there are 5 phases of change curve:

1. StagnationThe monster in hibernation.

Monster says, the need for change is reflected in the organisation’s poor performance.

2. PreparationWalking the monster.

Monster says, the decision to change is made and the senior management team devises an outline of the strategy for change.

3. ImplementationThe monster emerges.

Monster say, the plan is put into action.

4. DeterminationThe monster roams the hallways.

Monster says, the decision is made for an organisation to go on with the implementation of the change programme.

5. FruitionThe monster is tamed.

Monster says, it all pays off.

( whispers…which monster are you?…)

For Jeanie…Change is inescapably an emotional human process that encompasses the whole gambit of emotions such as such as fear, curiosity, exhaustion, loyalty, paranoia, depression, optimism, rage, revelation, delight, love……


As I am acutely aware that i have a readership, I will impose on these borderline personalities some of the best quotes I can share from my notes on advanced diploma on management practice. So, that saves the bell for me!( if and when it tolls..)

What is change? Not stating the obvious. But it goes through managing change called the change process. What does it entail then?

So, there are types of change such as:

1. Fundamental broad/core

2. Incrementallimited/localised

3. Proactive anticipated/planned

4. Reactiveunanticipated/ unplanned

However, in the nature of Organisational Change:

  • Change is a process that is rarely contained within functional, or specialist, boundaries
  • Change is one part of an organisation invariably affects people and processes in other parts

Pressures for change:

  • External
  • Internal
  • Top down
  • Bottom up

The PESTEL (Political, Economic, Social, Technological, Environmental, Legal) model helps you to:

  • identify significant pressures for change that has occurred in the past
  • think about new opportunities and the conditions under which your unit or organisation will be operating in a new year’s time
  • construct a long-term forecast for your organisation, department or self

Machiavelli on Change….

There is nothing more difficult to plan, more doubtful of success, nor more dangerous to manage than the creation of a new system; for the initiator has the enmity of all who would profit by the preservation of the old institutions, and merely lukewarm defenders in those who gain by the new ones.

Not to mention the fact that Machiavelli existed at time when Rome was in chaos. His manuscripts were burned and his principles were passed on through word of mouth.

Another one and this is interesting. Forcefield Analysis by Lewin K, 1951. Field theory in Social Science. Harper and Row, New York.

In the centre is an Equilibrium that is beaten on the left by driving forces and on the right by restraining forces. Depending upon the relative strengths the equilibrium does not change. With no equilibrium there would be a change.


  • Unfreezing – the need to change existing attitudes towards working practices and processes before the change can begin to take place
  • Changing – the implementation stage. Its success will depend on the thoroughness of the planning and preparation in the first stage
  • Refreezing – consolidation. The change has been incorporated into the working culture.

Essential elements in the change process. Kanter, R. M. 1984. The Change Masters: Innovation and Entrepreneurship in the American Corporation, London, Allen & Unwin.

  • Conceive – have a clear view of what the change is that you are trying to bring about
  • Construct – you must devise systems, mechanisms or plans that will allow this to happen
  • Convert –old beliefs, behaviours and systems into new ones consistent with your required change.


On this note, my wee break ends. Time for a cuppa…have a great day!

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