RISK A MODEL OF CHANGE MANAGEMENT OVERT Choice Time = Expense Non-Authoritative (Participative) A MODEL OF CHANGE MANAGEMENT RISK OVERT High Power Low Power Education High Risk Low Risk Incentives Coercion Choice Compulsion Low Risk High Risk Time = Expense Authoritative (Non-Participative)

“NON OVERT” CHANGE STRATEGIES [Exploiting Understanding of Human Behaviour] Role Model Float Ideas Manufacture/create opportunities to “broaden horizons”/educate e.g. workshops, study visits Networking e.g. strategic use of influential contacts Team work (Group dynamics – explorers, advisers, organisers, controllers, linkers, etc) Ownership

Accounting and financial systems “NON-OVERT" CHANGE STRATEGIES (CONTINUED) [Exploiting Understanding of Management Systems] Accounting and financial systems Planning/Management tools – workplans, etc Inspection/Supervision/Monitoring Evaluation Can make need for (further) change self evident. Can confirm/reinforce impact of successful change practice