1. 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)

2. “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

3. 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