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CAP Model for Effective Change Management

This document provides a model and framework for managing organizational change called the Change Acceleration Process (CAP) Model. The CAP Model outlines key elements for successful change initiatives: 1) leading change with a visible champion, 2) creating a shared need for change, 3) shaping a clear and shared vision for the change, 4) mobilizing commitment to the change, 5) making the change last by integrating it and learning lessons, 6) monitoring progress, and 7) changing systems and structures to reinforce the change. The document also discusses analyzing resistance to change from technical, political, and cultural perspectives and assessing how systems and structures can support or hinder the change.

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ARTHUR ARAGO JR
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30 views11 pages

CAP Model for Effective Change Management

This document provides a model and framework for managing organizational change called the Change Acceleration Process (CAP) Model. The CAP Model outlines key elements for successful change initiatives: 1) leading change with a visible champion, 2) creating a shared need for change, 3) shaping a clear and shared vision for the change, 4) mobilizing commitment to the change, 5) making the change last by integrating it and learning lessons, 6) monitoring progress, and 7) changing systems and structures to reinforce the change. The document also discusses analyzing resistance to change from technical, political, and cultural perspectives and assessing how systems and structures can support or hinder the change.

Uploaded by

ARTHUR ARAGO JR
Copyright
© All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd

Module 8:

A MODEL for CHANGE


MANAGEMENT
Effectiveness Equation
• Effective (100%) = Quality of Solutions (20%) x Acceptance (80%)

E=QxA Change initiative


Q focused on
customer needs
E (target)
The Challenge = Do It With Speed!

A
Change Acceleration Plan (CAP) Model
CAP Model Elements
• LEADING CHANGE
• What all successful change initiatives have in common - a champion
who sponsors the change.
• Champion - exhibits visible, active public commitment and support
of the change.

• CREATING A SHARED NEED


• The reason to change - threat or opportunity
• Instilled within the organization and widely shared through data,
demonstration, or demand.
• The need for change must exceed its resistance.
• Various individuals and groups have different needs that must be
understood by change leaders.
CAP Model Elements
• SHAPING A VISION
• The desired outcome of change has to be clear, legitimate, widely
understood, and shared.
• Key people must share and accept the picture of the new change as
well as grasp the new behaviors necessary to successful
implementation.

• MOBILISING COMMITMENT
• There is a strong commitment from key constituents to invest in the
change, make it work, and demand and receive management
attention.
• Key constituents agree to change their actions and behaviors to
support the change.
CAP Model Elements
• MAKING CHANGE LAST
• Once change is started, it endures, flourishes, and “lessons learned”
are transferred throughout the organization.
• Change is integrated with other key initiatives. Early wins are
encouraged to build momentum for the change

• MONITORING PROGRESS
• Steps forward are real, benchmarks set and realized, and indicators
are established to guarantee accountability. Systematic attention to
progress and timing of the change process is necessary.

• CHANGING SYSTEMS AND STRUCTURES


• Management practices are used to complement and reinforce
change.
• Existing systems should reinforce the change and are aligned with its
successful implementation.
Threat vs Opportunity Matrix
TPC Analysis for Resistance to
Change
• TECHNICAL RESISTANCE
Aligning and Structuring Organization
• Habit and inertia
• Difficulty in learning new skills
• Sunk costs
• Lack of skills
• POLITICAL RESISTANCE
Allocating Power and Resources
• Threats to old guard from new guard
• Relationships
• Power and authority imbalance or self-preservation
TPC Analysis for Resistance to
Change
• CULTURAL RESISTANCE
Articulating the Glue or Cultural Normal
• Selective perception
• Locked into old “mindset”
• Afraid of letting go
ASSESSING SYSTEMS
AND STRUCTURES
THANK
YOU

This video is for Personal Use and NOT to be Shared nor Sold.

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