Change management models � the stakeholder perspective
There are many types of stakeholders that change managers will often have to consider when planning
and implementing the processes necessary to facilitate a change process in their organisations.
In this week�s initial Key Concept Exercise post, you were asked to reflect on the ways in which
managers might experience the presence of this type of stakeholder in the firm�s response to an
example change driver. In the associated collaboration, you will extend that reflection out into a
consideration of the ways in which classmates have responded to their own chosen change driver, and
thus reflect on the ways in which the nature of the change driver can impact on stakeholder identity and
reactions to the suggestions for change that are subsequently made.
Change management models at the stakeholder perspective
The ways in which managers might experience the presence of change driver in the firms’
response to an example change driver.
Change Management Models 2
Change drivers work with change leaders and organizations to ensure that a change is
successfully implemented. According to Karen Whelan-Berry and Karen Somerville, change
drivers are stakeholders who assist organization leaders determine if the organization is ready for
change, what resource would be essential in implementing the change and helps the organization
implement, complete and succeed in the change. In other words, Change drivers are activities
events or behaviors that assist in change implementation (Karen Karen 2010).
Managers can also experience change in the organization through business models set by
the firms. These are processes which help in deciding the change that should be introduced.
Through identifying central components of an organization’s business model, changes necessary
in the company can easily be recognized. According to Sergio (2014), organizational processes
can be changed through techniques of Total Quality Management and Business Process
Reengineering. Through business models, complex situations in an organization are simplified
and reduced hence guiding the planned process towards organizational change (Sergio 2014)
Patrick Mayfield says it is critical for managers to engage with stakeholders for change to
be effective in an organization. In his article Emeraldn Insight, Patrick features a number of
principles that help change to be effective. The manager should seek the opinion of people that
are being targeted by the change so as to make them part of the change. Secondly, Patrick states
that the manager should be willing to lead the change process and to let go old habits. Generally
Patrick believes that managers should totally be engaged in the change process for it to be a
Ways in which the nature of the change driver can impact on stakeholder identity and
reactions to the suggestions for change that are subsequently made
Change Management Models 3
Generally, Organizational change involves a certain extent of threat that can either be real
or alleged, of individual loss for people involved. Threat as a result of change drive varies from
simple destruction of a normal routine to real job security. Additionally, in long run or even short
run, tradeoffs can be evident. How an individual reacts towards the change driver will greatly
depend on the stakeholder of change. It is the change stakeholder that influences an organization
to either oppose or propose the changes through how he lays out the proposed change plan. The
strategic plans towards change majorly influence how the change will be perceived.
Notably, change management is crucial since it lays down a plan through which an
organization would get to its vision or future state. Wrong change driver will cause failure in
achieving the planned goals and objectives. For a stakeholder to be successful in change
implementation, good vision for change should be created while people involved should be
encouraged and empowered to be the agents of the change (KMGT 673 2015). Proper
involvement of all stakeholders in creation of change helps in proper implementation of the
same. The change management agents that have been empowered should also be given plans that
offers a total systems approach towards the change. The change should be practical and are
prospect oriented. It is only when the change drivers are realistic and achievable that the
stakeholders will get a positive reaction. The success or failure of the change largely determines
how the identity of stakeholder will be perceived.
Fiona, G 2014, Managing organizational changes. Philosophies of changes approach [streaming
Change Management Models 4
Patrick, M 2014, “Engaging with stakeholders is critical when leading change”. Industrial and
commercial training. Journal of management development Vol. 46 Iss 2 pp 68 – 72
Karen, S & Karen, A 2010, Organizational change Process: A review and synthesis. Journal of
change management. Journal of change management. Vol. 10 No. 2, 175 – 193, June
KMGT 673 2015, Organizational design and change, Week 3. Laureate Education, Inc.
Sergio, A 2014, Designing Business Model change. International Journal of Innovation
Management. Imperial College press. International Journal of Innovation Management.
Vol. 18, No. 2 (April 2014) 145008 (22 Pages)