Leading Change, Transition & Transformation - University of Adelaide

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Contents 1. Purpose of the ‘How To’ Guide………………………………………………….3 2. Who is the Guide For and Why Use it?.........................................................3 3. Understanding Organisational Change…………………………………….….3 • Introduction……………………………………………………………………4 • What is Change Management………………………………………………4 • What are the differences between change and transition? • What is transformation? • Leading and managing change • Why is organisational change difficult to accomplish? 4. Kotter’s Eight-Stage Process for Creating Major Change……………………7 5. Bridge’s Three Phases for Managing Transition ……………………………...9 6. The Project Management Approach to Change Projects…………………...11 7. Managing Performance During Times of Change……………………..….…19 8. Further Reading…………………………………………………………….……20 2
PURPOSE OF THE ‘HOW TO’ GUIDE The purpose of this guide and accompanying online resources is to provide University staff with an overview of ‘best practice’ change management methodologies, research, readings and guiding pro formas. This guide does not attempt to reproduce the many informative texts written on change management, transition and transformation. The follow-up reading is also strongly advised as it informs much of the change management and transition processes undertaken in the University of Adelaide. The guide identifies the differences between managing the process of change and leading people through transitions. It describes the University’s preferred process model of change which is John Kotter’s Eight-Stage Process for Creating Major Change. The importance of transition management is also addressed by the inclusion of William Bridges’ Three Phases for Managing Transitions. The guide then goes on to explain the practical implementation of these methodologies through the project management approach and key factors for success. The guide thus provides an overview of the ‘nice to know’ theory and intermixes it with the ‘have to know’ practical tools and project management methodology in managing a complex change program. The practical steps discussed in this guide are designed to ensure that change management is carried out in a way that actively demonstrates the University of Adelaide’s values of: • Pursuing excellence in all that we do; • Acting with fairness, integrity and responsibility; • Respecting the rights and responsibilities of freedom of inquiry and expression; • Engaged with the local community; and, • Encouraging innovation, creativity and breadth of vision. WHO IS THE GUIDE FOR AND WHY USE IT? This guide is intended for all staff engaged in or facing change. It is recognised that even with the best of intentions, leaders and managers of change initiatives can sometimes overlook elements of the change process. This can result in workplace dissatisfaction and industrial action which could impede the University from achieving its ultimate mission of being an internationally recognised, great research University and an Australian leader in research and teaching excellence. This guide provides a toolkit to assist any change leader or manager to consider the necessary factors, steps and processes required to implement successful change. UNDERSTANDING ORGANSIATIONAL CHANGE “The rate of change is not going to slow down anytime soon. If anything, competition in most industries will probably speed up even more in the next few decades” John P. Kotter 3
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Leading Change, Transition & Transformation - University of Adelaide

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