Skip to main content
padlock icon - secure page this page is secure

A change management process: Grounded in both theory and practice

Buy Article:

$53.00 + tax (Refund Policy)

There exists in the literature a number of change models to guide and instruct the implementation of major change in organisations. Three of the most well known are Kotter's strategic eight-step model for transforming organisations, Jick's tactical ten-step model for implementing change, and General Electric (GE)'s seven-step change acceleration process model. This paper introduces a framework that draws from these three theoretical models but is also grounded in the reality of the change process at a Fortune 500 defence industry firm. The purpose of the paper is to provide guidance to the practitioner leading an organisational change process. This guidance is grounded in both theory and practice. The guidance is further enriched by the demonstrated use of such methodologies as mind mapping, lessons learned, storytelling and metaphors.
No Reference information available - sign in for access.
No Citation information available - sign in for access.
No Supplementary Data.
No Article Media
No Metrics

Keywords: change management; lessons learned; metaphors; mind mapping; project management; storytelling

Document Type: Regular Paper

Publication date: August 1, 2002

  • Access Key
  • Free content
  • Partial Free content
  • New content
  • Open access content
  • Partial Open access content
  • Subscribed content
  • Partial Subscribed content
  • Free trial content
Cookie Policy
Cookie Policy
Ingenta Connect website makes use of cookies so as to keep track of data that you have filled in. I am Happy with this Find out more