Program: MPM

Course:
Change Management

Course Code: EMOM5103

Semester: May 2017

Type of Assignment:

Lecturer:

Dr. Wail Alaswadi

Student: Mustafa Abdullah Ali Meftah

Student ID: 20152020120

 Executive Summary

In Yemen, Coca-Cola Company is a branch of Coca-Cola International and manufacture and

distribute a variety of Coca-Cola products, primarily Coca-Cola, Fanta and Sprite. Coca-Cola
Company cover the whole of Yemen and have distribution centers in major Yemeni cities.

A Coca-Cola factory in Yemen has been reduced to rubble being targeted by Saudi-led airstrikes
in the county's capital, the factory in Sanaa was obliterated after the strike last night, with the
building burning to the ground after a massive explosion, picture in Figure 2 shows below
workers from the factory picking through the rubble as plastic bottles, which had been packed in
cases, were strewn across the ground so the company had to establish a new branch in Aden city
which will be the subject of this assignment.

Various strategic changes has been implementing in Aden Coca Cola Company in order to
increase efficiency and remain competitive in the industrial sector. The changes that have
occurred at Aden Coca Cola Company include re-opening, new market competitiveness,
structural changes, strategic changes and restructuring among others.

The company has been managing the changes through use of consultants, change planning, and
communication. The company has changed its organization structure, its strategic focus, its
employee size, installation and also its management orientation.

Aden Coca Cola Company has been applying strategic change management practices in its
operations. The strategic change management practices adopted by Aden Coca Cola Company
were included; scientific methodology for managing planned change, diagnosis, analysis,
feedback, action and evaluation.

The company also practiced and mmanaging organizational change starts with understanding
how to manage change with a single person. Among the tools available to drive individual
change throughout the ADKAR model which developed by Prosci, the world leader in change
management research and content creation, is commonly used. ADKAR is an acronym for
Awareness, Desire, Knowledge, Ability, and Reinforcement

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Therefore, Aden Coca Cola Company has adopted diverse strategic change management
practices. This would ensure that they managed change in the company systematically and
ensure a smooth transition of the company would be achieved.

Aden Coca Cola Company conducted “diagnosis, analysis, feedback, action and evaluation”
and to a very great extent. Thus, the change management process was gradually implemented in
the company and executed in a systematic order to guarantee the desired smooth transition of the
company. Similarly, Aden Coca Cola Company defined the internal context characteristics’, its
perceived centrality, and the timeframe of change initiatives and to a very great extent.

This shows that strategic change management was well customized process to suit the company
change needs as Aden Coca Cola Company very well defined the internal context characteristics.
This strategic change management practice would give the company the sustainability and the
higher success rate to the change process.

Aden Coca Cola Company faced various challenges during implementing the strategic change
management process by which hindered the effectiveness of the process. The main challenges
included; resistance to change from various management cadres due to lack of adequate support
from top management, fear of loss of power, limited resources allocation to the change process,
corporate inertia, divergent perception between the managers and subordinates on strategic
change and poor formulation of change management policies and procedures. Also, the company
faced diverse challenges that slowed down the strategic change management process.

The challenges to be bring under control it is recommended that the management of Aden Coca
Cola Company should continuously evaluate the strategic change management initiatives being
implemented in order to undertake the necessary correctional measures in the change process.

This will help to avoid any weakness of the strategic change management initiatives being
implemented and also the management of Aden Coca Cola Company should conduct a research
and pretest the different strategic change management practices to ensure that only the best
practices are implemented in the company.

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 Table of Contents
Executive Summary ........................................................................................................................ 2

1. Introduction ............................................................................................................................. 6

2. Change Management Model ................................................................................................... 9

2.1. Bullock & Batten Model ...................................................................................................... 9

2.2. Schein’s Model .................................................................................................................... 9

2.3. Lewin’s Model ................................................................................................................... 10

2.4. Kotter’s Model ................................................................................................................... 12

2.5. McKinley’s Model ............................................................................................................. 14

2.6. Nadler and Tushman Model............................................................................................... 15

2.7. Carnall’s Model ................................................................................................................. 16

2.8. Bridge’s Model .................................................................................................................. 17

2.9. ADKAR Model .................................................................................................................. 19

3. Model for the case study: ...................................................................................................... 20

4. Discussion and lessons learned from the chosen approach .................................................. 22

4.1. Critical Need for Change ................................................................................................... 23

4.2. Initiating the Change .......................................................................................................... 25

4.3. Diagnosis............................................................................................................................ 28

4.4. Managing People Issue ...................................................................................................... 30

4.5. Plan& Prepare for the change: ........................................................................................... 33

4.6. Implement the change ........................................................................................................ 38

4.7. Sustain the Change ............................................................................................................. 42

5. The Challenges of Managing Change: .................................................................................. 47

6. Conclusion ............................................................................................................................ 50

7. References ............................................................................................................................. 53

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List of Tables:

Table 1: Kotter's 8-Step Change Model……….........................................................................13

Table 2: ADKAR model………………………………………………………………………19

Table 3: Barriers to change……………………………………………………………………46

List of Figures:

Figure 1: Coca Cola Headquarter in Berlin…………………………………………………….8

Figure 2: Coca Cola Pervious factory in Sana’a, Yemen………………………………………...8
Figure 3: Coca Cola New factory in Aden, Yemen……………………………………………...8
Figure 4: Coca Cola Manufactory process……………………………………………………….8
Figure 5: Lewin’s Framework for Change……………………………………………………...11
Figure 6: Kotter's 8-Step Change Model………………………………………………………..13
Figure 7: The 7-S Framework…………………………………………………………………..14
Figure 8: Nadler and Tushman's congruence model……………………………………………15
Figure 9: Carnall: managing transitions………………………………………………………...17
Figure 10: Bridges: endings and beginnings……………………………………………………18
Figure 11: ADKAR model……………………………………………………………………...20
Figure 12: change management framework for the company…………………………………..21
Figure 13: ADKAR’s planned change approach……………………………………………….21
Figure 14: Change management………………………………………………………………..25
Figure 15: Keys of Preparing for Change………………………………………………………33
Figure 16: Change Characteristics……………………………………………………………...36
Figure 17: Employee Behaviors………………………………………………………………...39
Figure 18: Critical success factors………………………………………………………………41
Figure 19: Factors of Sustained change……………………………………………………...…42

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1. Introduction
Coca-Cola, the product that has given the world its best-known taste was born in Atlanta,
Georgia, on May 8, 1886. Coca-Cola Company is the world’s leading manufacturer, marketer
and distributor of non-alcoholic beverage concentrates and syrups, used to produce nearly 400
beverage brands. It sells beverage concentrates and syrups to bottling and canning operators,
distributors, fountain retailers and fountain wholesalers, Coca Cola (2017).

Many changes occurring in organizations require individuals to change their behavior. Since
resistance to change is a normal human response, implementation of planned changes is difficult.
The inability to manage the people side of change can lead to project failure.

Change is needed within an organization for it to survive competitively as a business, or for it to

grow as an expansive department agency. Organizations don’t change, people do, Jeffrey
M. (2014). And managing change increases the probability of successful change within the
business. The change project normally originates from a reaction to specific problems and/or
opportunities faced by the organization either from the internal sources or from external
environment. ‘In many cases, the effective management of change project has often been an
issue. Most organizations that adopted change management practices had only succeeded with
minimal efforts (Samuel, 2013).

There are two ways to view change management: Organizational and Individual. Organizational
change is from the top-down (business leaders looking down into the organization), while
Individual change is driven from the bottom-up (management of change from the employee’s
perspective looking up).When applying the change management the two most common mistakes
made are: 1) Believing change management is someone else’s job; 2) Ignoring the people side of
change until major resistance stalls a project or causes the project to fail.

Organizational Change Management has mainly three phases which are; A) Preparing for
Change, in this phase is considered the “getting ready” period. It includes activities to
contemplate the best strategies for the change. You, your team, and the business leaders will
assess: 1) The scope of the change, 2) the readiness of the organization, 3) acquiring project
resources and the strengths of the team, and 4) who the sponsors will be as well as how the
sponsors will effectively begin to lead the change process (sponsorship model). The overall
“goal is to match the degree of sponsorship with the scope of the change. B) Managing Change,

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in this phase is designing the organizational change management plans and individual change
management activities. These include: Communication Plans, Coaching Plans, Training Plans,
Sponsor Roadmaps, and Resistance Management Plans. This phase includes executing the
plans, and implementing the change into the organization. C) Reinforcing Change, after
implementing changes using change management activities, this phase assesses the results,
celebrates successes, and conducts “after-action” interviews. This includes “transferring
ownership of the change from the change management team to the organization,” which helps
the change be fully adopted throughout the organization. All business improvement methods and
approaches use change management and integrate business improvement strategies with change
management activities.

Individual Change Management objectives include managing personalized transitions, focusing

on targeted conversations for the most productive benefits, diagnosing gaps of ineffective
planning, and identifying corrective actions during the change process. The ADKAR model is
designed to help an individual process change, build a framework for communication, and be
utilized as a diagnostic tool for identifying necessary corrective actions pertaining to the
business changes. ADKAR is:

-Awareness of the need to change – reasons for change and why they are necessary.

-Desire to participate and support the change – motivation or consequences for employees
without the change.

-Knowledge about how to change – skills and knowledge needed to support the change.

-Ability to implement new skills and behaviors – training needed to be provided for the skills or
knowledge for the change.

-Reinforcement to keep the change in place – incentives to preserve the change in the
organization.

Change management is used for one reason: To ensure business success. Without change
management, the risks of missing project objectives, losing productivity, or complete project
failure all increase and threaten a business’s future. Lacking effective, thorough, and timely
change management is extremely hazardous to an organization.

In today’s ever faster changing economy it is crucial to adapt the production of a company in
shorter intervals. Many change processes fail, often due to the resistance of the workforce.

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 Approaches on the field of change management address this issue, but do often not consider the
special circumstances in production. Industrial factories are designed to meet these requirements,
but usually focus on the aspect of qualification. This paper describes how change processes in
production can be supported by industrial factories by offering a test bed for new ideas,
qualification and communication through participation. Also, changes to the manufacturing
process, equipment configuration (modifications, alterations, or new equipment), and procedures
can all have adverse effects if not adequately controlled and reviewed. Despite a number of
standards in place driving the requirement for the existence of these processes such as OSHA
3132, Process Safety Management.

Figure 1: Coca Cola Headquarter in Berlin Figure 2: Coca Cola Pervious factory in Sana’a, Yemen

Figure 3: Coca Cola New factory in Aden, Yemen Figure 4: Coca Cola Manufactory process, Coca Cola
(2017).

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2. Change Management Model

2.1. Bullock & Batten Model

Bullock and Batten’s (1985) phases of planned change draw on the disciplines of project
management. There are many similar ‘steps to changing your organization’ models to choose
from. We have chosen Bullock and Batten’s:

- Exploration; - Planning; -Action; -Integration.

Exploration involves verifying the need for change, and acquiring any specific resources (such
as expertise) necessary for the change to go ahead. Planning is an activity involving key decision
makers and technical experts. A diagnosis is completed and actions are sequenced in a change
plan. The plan is signed off by management before moving into the action phase. Actions are
completed according to plan, with feedback mechanisms which allow some replanning if things
go off track. The final integration phase is started once the change plan has been fully actioned.
Integration involves aligning the change with other areas in the organization, and formalizing
them in some way via established mechanisms such as policies, rewards and company updates.

This particular approach implies the use of the machine metaphor of organizations. The model
assumes that change can be defined and moved towards in a planned way. A project
management approach simplifies the change process by isolating one part of the organizational
machinery in order to make necessary changes, for example developing leadership skills in
middle management, or reorganizing the sales team to give more engine power to key sales
accounts.

This approach implies that the organizational change is a technical problem that can be solved
with a definable technical solution. We have observed that this approach works well with
isolated issues, but works less well when organizations are facing complex, unknowable change
which may require those involved to discuss the current situation and possible futures at greater
length before deciding on one approach.

2.2. Schein’s Model

Schein (1992, 1985, 1980) discusses the three steps of Lewin’s Change Model as three stages
of change and describes ways to unfreeze an organization, move it from the status quo to a future
state and freeze the changes. He indicates that for unfreezing to work and for people in the
organization to embrace change, they must experience a need for change, i.e., dissatisfaction

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with the status quo. Then, once the need for change and the desired change are introduced,
people will see the gap between what exists and what will exist. Because of guilt and/or anxiety,
people will be motivated to reduce the gap and achieve the desired change. In order to be
productive and efficiently and effectively accomplish the required change, people must feel
psychologically safe. They must be assured that moving / changing will not cause them
humiliation, punishment, or loss of self-esteem (Schein, 1992, 1985, 1980).
The terminology for Stage Two, “Moving or Changing”, involves what Schein (1992, 1985,
1980) calls “cognitive restructuring”. The purpose of Stage Two is to help people see and
respond to things differently in the future. In order for Stage Two to be effective, people must
identify with new role models for the cognitive restructuring. Also, they must acquire new,
relevant information that can help them move forward with needed changes (Schein, 1992, 1985,
1980).

2.3. Lewin’s Model

Kurt Lewin (1951) developed his ideas about organizational change from the perspective of the
organism metaphor. His model of organizational change is well known and much quoted by
managers today. Lewin is responsible for introducing force field analysis, which examines the
driving and resisting forces in any change situation.
The concept of change management is familiar in most organizations today but how they manage
change (and how successful they are at it) varies enormously depending on the nature of the
business, the change and the people involved. Organizations that handle change well appear to
thrive, whilst those that do not may struggle to survive. A key part of this depends on how far
people within the organization understand and deal with the change process.
One of the cornerstone models for understanding organizational change was developed by Kurt
Lewin in the 1950s, and is still used today. His model is a simple and easy-to-understand
framework for managing change known as Unfreeze – Change – Refreeze. Lewin, a physicist as
well as social scientist, explained organizational change using the analogy of changing the shape
of a block of ice, i.e. unfreezing a large cube of ice to change it and reform it into a cone of ice.
By recognizing these three distinct stages of change, you can plan to implement the change
required. You start by creating the motivation to change (unfreeze) as it is necessary to change
existing attitudes towards working practices and prepare the ground. Communication about the
proposed change is vital at this stage if people are to understand and support it.

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 You move through the change process by promoting effective communications and empowering
people to embrace new ways of working and learn new values, attitudes and behaviors. Problems
are identified and action plans developed to enable implementation.
Maximum flexibility is needed in the planning and implementation of the change.
The process ends when the organization returns to a sense of stability (refreeze) and the benefits
of the change are realized, which is necessary for creating the confidence from which to embark
on the next inevitable change. Praise, rewards and other reinforcement by managers are required
on an individual level and more effective performance at an organizational level.
Not until the change has become incorporated into the culture can it be said to be frozen.

Figure 5: Lewin’s Framework for Change, Nwacademy.(2017)

Lewin’s ideas provide a useful tool for those considering organizational change. The force field
analysis is an excellent way of enabling for instance a management team to discuss and agree on
the driving and resisting forces that currently exist in any change situation. When this analysis is
used in combination with a collaborative definition of the current state versus the desired end
state, a team can quickly move to defining the next steps in the change process. These next steps
are usually combinations of:

 communicating the gap between the current state and the end state to the key players in the
change process;

 working to minimize the resisting forces;

 working to maximize or make the most of driving forces;

 agreeing a change plan and a timeline for achieving the end state.

We have observed that this model is sometimes used by managers as a planning tool, rather than
as an organizational development process. The unfreeze becomes a planning session. The move
translates to implementation. The refreeze is a post-implementation review.
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 2.4. Kotter’s Model
Kotter (1996, 1998) developed a model which should be used at the strategic level of an
organization to change its vision and subsequently transform the organization. Studies using this
model have shown that the change process goes through a set of phases. Each phase lasts a
certain amount of time and mistakes at any phase can impact the success of the change. Kotter’s
eight step approach to change management is as follows:
(1) People typically prefer the status-quo. Change means uncertainty about what the future
looks like. Uncertainty makes people uncomfortable. Furthermore, people tend to mistrust things
about which they are uncertain. That is why people avoid change. To encourage people to assist
with the change, you must create a sense of urgency (Kotter, 1996, 1998).
(2) This step is similar to interventions in drug treatment. You can try and battle the resistance to
change that people have by yourself, or you can make your life much easier by enlisting the help
of others. To counteract resistance, one option is to form a powerful coalition of managers to
work with the most resistant people (Kotter, 1996, 1998).
(3) While it is not impossible to get things done without a definite plan of action, it is much
simpler (and you get more cooperation) if there is a clear plan in place. Since the status quo is
more comfortable for most people, they are likely to revert to “business as usual” and not flow
with changes without a plan in place. Creating a vision and the strategies for achieving the vision
will help expedite the change (Kotter, 1996, 1998).
(4) If people do not know that change is coming or has occurred, they are more likely to resist
the change. Assume that a co-worker makes the following statement:
What’s wrong with you? That’s not the way we’re doing that anymore! ’Such a comment makes
it clear that some big news about changes in the workplace has somehow escaped you. If that is
the case, it is probably because management failed to communicate the vision throughout the
organization change (Kotter, 1996, 1998).
(5) Remembering once again that people tend to prefer the status quo and are apprehensive about
new experiences, they must be encouraged or inspired to change. Also, if you want them to do
something new, you will probably get more cooperation from them if you teach them how first
and then give them the new tools necessary to do things the new way, (Kotter, 1996, 1998).
(6) This step seems to be an extension of Step 5. People need to be rewarded when they break
away from old behaviors and do something that is new and desirable. Basically it is positive
reinforcement. This is the step where you plan for, create and reward short-term ‘wins’ that

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 move the organization toward the new vision change (Kotter, 1996, 1998).
(7) By this step, resistance should be diminishing, but you still need to observe actions. It is that
same “status quo thing. So, you nurture the change and make adjustments as necessary change
(Kotter, 1996, 1998).
(8) When it comes to work, you can never tell someone enough about all the good reasons why
the things they do make them, and the company, a success. Otherwise, some people will tend to
behave as if they have no reason to do anything differently than they did before. So, to make the
changes more permanent, you should reinforce them by demonstrating the relationship between
new behaviors and organizational success change (Kotter, 1996, 1998).

1. Establish a sense of urgency. Discussing today’s competitive realities, looking at potential

future scenarios. Increasing the ‘felt-need’ for change.
2. Form a powerful guiding coalition. Assembling a powerful group of people who can work
well together.
3. Create a vision. Building a vision to guide the change effort together with strategies for
achieving this.
4. Communicate the vision. Kotter emphasizes the need to communicate at least 10 times the
amount you expect to have to communicate. The vision and accompanying strategies and new
behaviours needs to be communicated in a variety of different ways.
5. Empower others to act on the vision. This step includes getting rid of obstacles to change such
as unhelpful structures or systems. Allow people to experiment.
6. Plan for and create short-term wins. Look for and advertise short-term visible improvements.
Plan these in and reward people publicly for improvements.
7. Consolidate improvements and produce still more change. Promote and reward those able to
promote and work towards the vision. Energize the process of change with new projects,
resources, change agents.
8. Institutionalize new approaches. Ensure that everyone understands that the new behaviours
lead to corporate success.
Table 1: Kotter's 8-Step Change Model, Source: Kotter (1995)

Figure 6: Kotter's 8-Step Change Model (Jaaron, 2015)

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 2.5. McKinley’s Model
The 7-S framework is a diagnostic model that attempts to identify the factors that are necessary
for effective strategy execution, the model is predicated on the principle that the seven factors
are inter-related and must be aligned to enhance and optimize organizational performance.
Three of the factors—strategy, structure, and systems— are known as hard Ss. Strategy reflects
the planned or intended actions of the firm for responding and adapting to the competitive
influences in the external environment. Structure represents the coordination mechanisms of the
firm and is defined by the division of tasks and labor, as well as the hierarchy of power and
reporting relationships. Systems are the mechanisms used to manage organizational processes
and procedures, such as financial planning and internal controls, staffing and performance
management, and information technology.
The remaining four factors, called the soft Ss, are staff, skills, style, and shared values. Staff
describes the individuals who perform the work of the firm—their backgrounds, experiences,
and capabilities. Skills reflect what the organization does best—the collective competencies that
are utilized to manage organizational systems, processes, technology, and customers. Style
represents the culture of the firm and is characterized by collectively held assumptions, values,
and normative behaviors. The shared values factor, which is at the center point of the model,
reflects the superordinate goals of the firm and provides employees with a sense of purpose.

Figure 7: the 7-S Framework

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 2.6. Nadler and Tushman Model
Nadler and Tushman’s congruence model takes a different approach to looking at the factors
influencing the success of the change process (Nadler and Tushman, 1997). This model aims to
help us understand the dynamics of what happens in an organization when we try to change it.

This model is based on the belief that organizations can be viewed as sets of interacting sub-
systems that scan and sense changes in the external environment. This model sits firmly in the
open systems school of thought, which uses the organism metaphor to understand organizational
behaviour. However, the political backdrop is not ignored; it appears as one of the sub-systems
(informal organization – as below).

This model views the organization as a system that draws inputs from both internal and external
sources (strategy, resources, environment) and transforms them into outputs (activities,
behaviour and performance of the system at three levels: individual, group and total). The heart
of the model is the opportunity it offers to analyse the transformation process in a way that does
not give prescriptive answers, but instead stimulates thoughts on what needs to happen in a
specific organizational context. David Nadler writes, ‘it’s important to view the congruence
model as a tool for organizing your thinking …rather than as a rigid template to dissect, classify
and compartmentalize what you observe. It’s a way of making sense out of a constantly
changing kaleidoscope of information and impressions.’
The model draws on the sociotechnical view of organizations that looks at managerial, strategic,
technical and social aspects of organizations, emphasizing the assumption that everything relies
on everything else. This means that the different elements of the total system have to be aligned
to achieve high performance as a whole system. Therefore the higher the congruence the higher
the performance.

Figure 8: Nadler and Tushman's congruence model, Nadler and Tushman(1997)

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 In this model of the transformation process, the organization is composed of four components, or
sub-systems, which are all dependent on each other. These are:

 The work. This is the actual day-to-day activities carried out by individuals. Process design,
pressures on the individual and available rewards must all be considered under this element.
 The people. This is about the skills and characteristics of the people who work in an
organization. What are their expectations, what are their backgrounds?
 The formal organization. This refers to the structure, systems and policies in place. How are
things formally organized?
 The informal organization. This consists of all the unplanned, unwritten activities that emerge
over time such as power, influence, values and norms.

2.7. Carnall’s Model

Colin Carnall (1990) has produced a useful model that brings together a number of
perspectives on change. He says that the effective management of change depends on the level
of management skill in the following areas:

 Managing transitions effectively;

 Dealing with organizational cultures;
 Managing organizational politics.
A manager who is skilled in managing transitions is able to help people to learn as they change,
and create an atmosphere of openness and risk-taking.
A manager who deals with organizational cultures examines the current organizational culture
and starts to develop what Carnall calls ‘a more adaptable culture’. This means for example
developing better information flow, more openness, and greater local autonomy.
A manager who is able to manage organizational politics can understand and recognize different
factions and different agendas. He or she develops skills in utilizing and recognizing various
political tactics such as building coalitions, using outside experts and controlling the agenda.
Carnall (see Figure 3.7) makes the point that ‘only by synthesising the management of transition,
dealing with organisational cultures and handling organisational politics constructively, can we
create the environment in which creativity, risk-taking and the rebuilding of self-esteem and
performance can be achieved’.

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 Figure 9: Carnall: managing transitions, Colin Carnall (1990)

Carnall’s model obviously focuses on the role of the manager during a change process, rather
than illuminating the process of change. It provides a useful checklist for management attention,
and has strong parallels with William Bridges’ ideas of endings, transitions and beginnings.

2.8. Bridge’s Model

Bridges (1991) makes a clear distinction between planned change and transition. He labels
transition as the more complex of the two, and focuses on enhancing our understanding of what
goes on during transition and of how we can manage this process more effectively. In this way,
he manages to separate the mechanistic functional changes from the natural human process of
becoming emotionally aware of change and adapting to the new way of things.

Bridges says:

Transition is about letting go of the past and taking up new behaviours or ways of thinking.
Planned change is about physically moving office, or installing new equipment, or restructuring.
Transition lags behind planned change because it is more complex and harder to achieve.
Change is situational and can be planned, whereas transition is psychological and less easy to
manage.

Bridges’ ideas on transition lead to a deeper understanding of what is going on when an

organizational change takes place. While focusing on the importance of understanding what is
going on emotionally at each stage in the change process, Bridges also provides a list of useful
activities to be attended to during each phase .Transition consists of three phases: ending, neutral
zone and new beginning.

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 Figure 10: Bridges: endings and beginnings
Ending

Before you can begin something new, you have to end what used to be. You need to identify
who is losing what, expect a reaction and acknowledge the losses openly. Repeat information
about what is changing – it will take time to sink in. Mark the endings.

Neutral zone

In the neutral zone, people feel disoriented. Motivation falls and anxiety rises. Consensus may
break down as attitudes become polarized. It can also be quite a creative time. The manager’s
job is to ensure that people recognize the neutral zone and treat it as part of the process.
Temporary structures may be needed – possibly task forces and smaller teams. The manager
needs to find a way of taking the pulse of the organization on a regular basis.

William Bridges suggested that we could learn from Moses and his time in the wilderness to
really gain an understanding of how to manage people during the neutral zone.

New beginning

Beginnings should be nurtured carefully. They cannot be planned and predicted, but they can be
encouraged, supported and reinforced. Bridges suggests that people need four key elements to
help them make a new beginning:

 the purpose behind the change;

 a picture of how this new organization will look and feel;
 a step by step plan to get there;
 a part to play in the outcome.

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 2.9. ADKAR Model
Managing organizational change starts with understanding how to manage change with a single
person. Among the tools available to drive individual change, the ADKAR model developed by
Prosci, the world leader in change management research and content creation, is commonly
used. ADKAR is an acronym for Awareness, Desire, Knowledge, Ability, and Reinforcement. In
principle, the five building blocks of successful change are:
Awareness of the need for change.
 What is the nature of the change?
 Why is the change happening?
 What is the risk of not changing?
Desire to participate and support the change.
 Personal motivation to support the change.
 Organizational drivers to support change.
Knowledge on how to change.
 Knowledge, skills and behaviours required during and after the change.
 Understanding how to change.
Ability to implement required skills and behaviours.
 Demonstrated ability to implement the change.
 Barriers that may inhibit implementing the change.
Reinforcement to sustain the change.

 Mechanisms to keep the change in place.

 Recognition, rewards, incentives, successes.

If the gap is Corrective actions

Awareness Management communicates about the business reasons for change (why, risk of not
changing, drivers of change); Face-to-face communications with immediate
supervisors about how the change impacts you directly is what should occur.
Desire Look for pockets of resistance and identify the root cause; discuss your desire for
resisting the change.
Knowledge Training on how to change and the skills needed after the change.
Ability On-the-job training and job aides to support the new behaviours; Coaching by
supervisors; Troubleshooting.
Reinforcement Messages by senior leaders and supervisors that the change is here to stay; Individual
coaching sessions to identity gaps.
Table 2: ADKAR model

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 Figure 11: ADKAR model

ADKAR describes successful change at the individual level and outlines the goals or outcomes
of successful change. It is an effective tool for planning change management activities,
diagnosing gaps, developing corrective action, and supporting managers and supervisors.

3. Model for the case study:

From the above mentioned models the best model to be applied in Coca Cola Company Aden
case of change is a model of change management that has taken a significant take up in the field
which is ADKAR’s Model of Change .Organizational change usually meets with employee
resistance.
The ADKAR model is a change management tool to help identify why change is difficult and
why some changes succeed while others are unsuccessful. The name ADKAR is an acronym that
is based on five building blocks that bring about successful change.
The letters stand for Awareness, Desire, Knowledge, Ability and Reinforcement.
The ADKAR model was developed by Jeff Hiatt in 2003 and it was introduced as a practical
tool by Prosci, a renowned change management consultancy and learning center.
The ADKAR model is mainly intended to be a coaching and change management tool to help
and assist employees through the change process within organizations, Toolshero (2017).

The primary reason to applied this model of change management is it's focus on individual
change and ensuring each person makes the transition. This is more than a 'soft' approach - it has
practical applications.

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Most importantly, when you're focusing on the individual you're able to measure where they are
in the change process and what is required to assist them. You are not simply relying on running
a certain number of training programmes, or communicating a particular message, and expecting
everyone to follow:

 The model directs change management activities. It's focused on outcomes, not tasks to
be performed. Many change models describe what needs to be done - this model
describes the outcomes (Awareness, Desire, Knowledge, Ability, Reinforcement).

 Communication strategies can be focused.

 The ADKAR model helps to measure the effectiveness of the change process. Progress
can be measured down to the individual level, gaps diagnosed, and corrective action is
directed.

 Managers have a tool they can use. Each part of the model gives manager's a specific
role. For example, an individual struggling with change may need knowledge on how to
change or may lack the ability to implement necessary skills or behaviours. The manager
is able to discern between the two and can provide training (knowledge and information)
or work closely with the individual, coaching them to give them the confidence (and
ability) to perform effectively.

 This change management model can be used for both project and non-project change,
and is effective as a model of individual change outside of the organisational setting as
well.

Figure 12: change management framework for the company, Prosci (2017).

Figure 13: ADKAR’s planned change approach, Smartsheet (2017)

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4. Discussion and lessons learned from the chosen approach
 Creating awareness about the new products, applications, or solutions throughout the
organization could sometime be facilitated by some other teams. In my scenario it was
Internal Marketing Team who help individual departments within the enterprise in
running different media campaigns.
 Creating desire to use the modified, enhanced or new system could be managed by
involving and engaging relevant department managers who know their teams well.
During life cycle of different projects, I approached the heads of various functions who
kindly supported me – the Change Manager, in convincing end-users of the value new
processes had for them.
 Organizing and managing trainings, to deliver the knowledge of the new products or
processes, become a lot easier if internal training department is engaged in the process. In
my situation, I benefited from already well-settled and –established training organization
to arrange training delivery sessions for some of the projects requiring Change
Management.
 Ensuring end-users ability after SAP (or any other technical solution) implementation
could be ensured by arranging on-site support. In my case, I aligned my schedules with
respective SAP Consultants, providing the post-implementation support and worked
closely with system users to monitor and suggest how capabilities of end-users could be
further enhanced.
 Getting the feedback on how the changed processes or systems have helped end-users in
improving their work and thus reinforcing change(s) could actually be supported by
various tools, already available in-house. Currently I’m exploring such options and are in
discussion (with technical and business teams) to align the process with available tools.
 Good communication with employees will help to make the change management process
more effective.
 Improving technology can be a driver for change.
 It is better if employees are not involved in the change process.
 Passive leadership is important during periods of change.
 Changes cannot be predicted – they can only be anticipated and occur very rarely.
 Change is usually quick and inexpensive.
 Some employees will resist change.

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  The whole organizational culture may be affected by change.
 If an organization wants to survive, it must even encourage change.
 In times of rapid structural changes, those directing the changes will be the only one to
survive.
 One of the primary challenges of management in the 21st century is the restructuring of
organizations into conductors of change- as they need to understand the opportunities
inherent in change.

4.1. Critical Need for Change

There are many drivers for change in the manufactories such as Coca Cola Aden sector; caused
by technology, customer needs, the economy, growth opportunities, and challenging the status
Quo in the last years,
Any business in today's fast-moving environment that is looking for the pace of change to slow
is likely to be sorely disappointed. In fact, businesses should embrace change. Change is
important for any organization because, without change, businesses would likely lose their
competitive edge and fail to meet the needs of what most hope to be a growing base of loyal
customers. Main factors are the technology, customer needs, the economy, growth opportunities,
and challenging the status Quo, Smallbusiness.(2017).

-Technology:
Without change, business leaders still would be dictating correspondence to secretaries, editing
their words and sending them back to the drawing board, wasting time for all involved. Change
that results from the adoption of new technology is common in most organizations and while it
can be disruptive at first, ultimately the change tends to increase productivity and service
Technology also has affected how we communicate. No longer do business people dial a rotary
phone, get a busy signal, and try again and again and again until they get through. No longer do
business people have to laboriously contact people, in person, to find out about other people who
might be useful resources - they can search for experts online through search engines as well as
through social media sites.
-Customer Needs:
Customers who were satisfied with conventional ovens many years ago are sometimes impatient
with the microwave today. As the world evolves, customer needs change and grow, creating new

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demand for new types of products and services -- and opening up new areas of opportunity for
companies to meet those needs.
-The Economy:
The economy can impact organizations in both positive and negative ways and both can be
stressful. A strong economy and increasing demand for products and services will mean that
companies must consider expansion that might involve the addition of staff and new facilities.
These changes offer opportunities for staff, but also represent new challenges. A weak economy
can create even more problems as companies find themselves needing to make difficult
decisions that can impact employees' salaries and benefits and even threaten their jobs. The
ability to manage both ends of the spectrum are critical for organizations that want to maintain a
strong brand and strong relationships with customers as well as employees.
-Growth Opportunities:
Change is important in organizations to allow employees to learn new skills, explore new
opportunities and exercise their creativity in ways that ultimately benefit the organization
through new ideas and increased commitment. Preparing employees to deal with these changes
involves an analysis of the tools and training required to help them learn new skills. Training can
be provided through traditional classroom settings or, increasingly, through online learning
opportunities. Importantly, organizations need to do a good job of evaluating employees'
capabilities and then taking steps to fill the gaps between current skills and the skills required to
respond to growth.
-Challenging the Status Quo:
Simply asking the question "Why?" can lead to new ideas and new innovations that can directly
impact the bottom line. Organizations benefit from change that results in new ways of looking at
customer needs, new ways of delivering customer service, new ways of strengthening customer
interactions and new products that might attract new markets. New employees joining an
organization are especially valuable because they can often point to areas of opportunity for
improvement that those who have been long involved in the company might have overlooked.
Aden Coca Cola Company has been implementing various strategic changes in order to
increase efficiency and remain competitive in the trading sector. The changes that have occurred
at company. Include downsizing, acquisition, structural changes, strategic changes and
restructuring among others. The company has been managing the changes through use of
consultants, change planning, communication and buy in.

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 4.2. Initiating the Change
When a complex change programme is planned, it is essential to create a robust managerial
framework that sets out accountabilities and confirms that the investment in new initiatives is
well controlled and likely to improve performance significantly. In our experience this is best
achieved by establishing an overall Steering Group that delegates responsibility to a full-time
Programme Manager. The structure should combine the varying components of a successful
change initiative.

Figure 14: Change management (F.Pobst, 2016)

The following nine crucial steps help ensure successful organizational change by anticipating
resistance and other barriers:
1. Management Support for Change
Employees develop a comfort level when they see management supporting the process.
It is critical that management shows support for changes and demonstrates that support when
communicating and interacting with staff.
There is nothing worse than sending a mixed message to employees. If you can’t support the
change 100% don’t even think about making it. Employees will know it and it will self destruct.
2. Case for Change
No one wants to change for change sake, so it is important to create a case for change.
A case for change can come from different sources. It can be a result of data collected on defect
rates, customer satisfaction survey, employee satisfaction survey, customer comment
cards, business goals as a result of a strategic planning session or budget pressures.
Using data is the best way to identify and justify areas that need to improve through change
initiatives.
3. Employee Involvement
All change efforts should involve employees at some level.
Organizational change, whether large or small, needs to be explained and communicated,
specifically changes that affect how employees perform their jobs.

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Whether it is changing a work process, improving customer satisfaction or finding ways to
reduce costs, employees have experiences that can benefit the change planning and
implementation process.
4. Communicating the Change
-Communicating change should be structured and systematic.
-Employees are at the mercy of management to inform them of changes.
-When there is poor communication, and the rumor mill starts spreading rumors about change
which can create resistance to the change.
-Being proactive in communications can minimize resistance and make employees feel like they
are part of the process.
5. Develop the Change Management Plan.
Working closely with the change management team, the change manager develops a detailed
plan. Key stakeholders review and provide input to the plan prior to its finalization. Elements of
the plan include:
A. Communication Plan
Clear, consistent, and frequent communication reduces uncertainty and fear, and helps build
trust. Therefore, communication is essential before, during, and after the change management
process. The initial communication plan includes high-level answers to the why, what, how,
when, and who questions listed above. The change management communication plan includes
written communications such as change management bulletins, live presentations by executive
management and other members of the change management team, webinar or video
presentations, and guidelines for one-on-one conversations between managers and workers.
The communication plan seeks to keep all stakeholders informed of change management
activities, and seeks to uncover and understand disagreements with aspects of the change
management plans.
B. Identify the stakeholder needs
Stakeholders consist of everyone involved in and affected by the change management process.
This includes the people who have something to lose or gain in the change process, as well as
the internal and external personnel required to implement and support the change management
plan. The change management plan identifies stakeholders and seeks to understand attitudes,
behaviors, knowledge, and skills of each key group. It also seeks to identify how stakeholders

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are affected by the organizational change and anticipates resistance from stakeholders. The
stakeholder analysis provides valuable input to building the training plan.

C. Create the training plan

The training plan outlines activities to bring about changes required to transition the organization
to the desired future situation. Training activities may include formal and informal training,
classroom and online learning sources, action learning, coaching, and mentoring. Training
activities include reinforcement activities after the transition to the future situation is achieved in
order to sustain the new attitudes, behaviors, knowledge, and skills.

6. Implementation
Once a change is planned, it is important to have good communication about the rollout and
implementation of the change.
A timeline should be made for the implementation and changes should be made in the order of
its impact on the process and the employees who manage that process.

7. Follow-up
Whenever a change is made it is always good to follow-up after implementation and assess how
the change is working and if the change delivered the results that were intended.
Sometimes changes exceed target expectations but there are occasions that changes just don’t
work as planned. When this is the case, management should acknowledge that it didn’t work
and make adjustments until the desired result is achieved.
8. Removing Barriers
Sometimes employees encounter barriers when implementing changes.
Barriers can be with other employees, other departments, inadequate training, lacking equipment
or supply needs.
Sometimes management also needs to deal with resistant or difficult employees.
9. Celebrate
It is important to celebrate successes along the way as changes are made. Celebrating the small
changes and building momentum for bigger changes are what makes employees want to
participate in the process.
When employees understand why a change is made and are part of the process for planning and
implementing the change, it allows for a better chance for successful implementation.

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Buchanan and Boddy (2009) asserts that to remain competitive, modern organizations should
aim at uniqueness and superiority in all spheres of their operations, technology, work
procedures, goods and services, approaches in the various management functions of planning,
organizations, staffing, directing and controlling. These changes are only possible through
creative and innovative thinking. It is therefore important to find out how organizations in the
manufactories industry are managing strategic change as the sector is highly dynamic.

Strategic change is defined as the changes in the content of a firm's strategy as defined by its
scope, resource deployments, competitive advantages, and synergy. Strategic change entails the
difference in the form, quality, or state over time in organization's alignment with its external
environment (Van de Ven & Poole, 1995).
The strategic change management practices adopted by Coca Cola Company included: scientific
methodology for managing planned change; diagnosis, analysis, feedback, action and evaluation;
the ADKAR’s model outlines the goals or outcomes of successful change, ADKAR is an
effective tool for: Planning change management activities; Diagnosing gaps
Developing corrective actions; Supporting managers and supervisors.
Also, Coca Cola Company has adopted diverse strategic change management practices. This
would ensure that they managed change in the company systematically and ensure a smooth
transition of the company would be achieved.

4.3. Diagnosis
Organizational Diagnosis is an effective ways of looking at an organization to determine gaps
between current and desired performance and how it can achieve its goals.
In recent years organizational diagnosis has evolved from a technique used as part of the
organizational development process to a major technique in its own right.
Effective diagnosis should be an organic process in that as you start to look at an organization
and its structures and what it does and does not do, change starts, as change progress so does the
‘now’ performance and as such the diagnosis process also needs to re-start, Rapidbi.(2017).

The organizational diagnosis is the conceptual framework which represents the core of the
instrument. This conceptual framework represents a guide for the researcher in all the activities
included in a diagnosis. “A conceptual model contains components (e.g. task, strategy, people,
structure, culture, and technology) and their relationships, Baba et al (2009).
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The seven major steps in the organizational development process are:
(1) Initial Diagnosis; (2) Data Collection; (3) Data Feed Back; (4) Planning Strategy; (5)
Intervention; (6) Team Building, and (7) Evaluation, Yourarticle.(2017).

1. Initial Diagnosis of the Problem:

In the first step, the management should try to find out an overall view of the situation to find the
real problem. Top management should meet the consultants and the experts to determine the
type of programme that is needed. In the first stage only, the consultants will meet various
persons in the organisation and interview them to collect some information.

2. Data Collection:
In this stage, the consultant will make the surveys to determine the climate of the organisation
and the behavioural problems of the employees.
The consultant will meet groups of people away from their work environment to get some
answers to the questions such as:

(i) What specific job conditions contribute most to their job effectiveness?
(ii) What kind of conditions interferes with their job effectiveness?
iii) What changes would they like to make in the working of the organisation?

3. Data Feedback and Confrontation:

The data which has been collected in the second step will be given to the work groups, who will
be assigned the job of reviewing the data. Any areas of disagreement will be mediated among
themselves only and priorities will be established for change.

4. Planning Strategy for Change:

In this stage, the consultant will suggest the strategy for change. He will attempt to transform
diagnosis of the problem into a proper action plan involving the overall goals for change,
determination of basic approach for attaining these goals and the sequence of detailed scheme
for implementing the approach.

5. Intervening in the System:

Intervening in the system refers to the planned programmed activities during the course of an
Organizational Development (OD) programme. These planned activities bring certain changes in
the system, which is the basic objective of OD.
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6. Team Building:
During the entire process, the consultant encourages the groups to examine how they work
together. The consultant will educate them about the value of free communication and trust as
essentials for group functioning. The consultant can have team managers and their subordinates
to work together as a team in OD sessions to further encourage team building.

7. Evaluation:
OD is a very long process. So there is a great need for careful monitoring to get precise feedback
regarding what is going on after the OD programme starts. This will help in making suitable
modifications whenever necessary. For evaluation of OD programme, the use of critique
sessions, appraisal of change efforts and comparison of pre and post training behavioural
patterns are quite effective.

Diagnosis can be used by change management consultants to help clients decide what changes in
organizational features are likely to promote desired outcomes, how ready members are for these
changes, and how managers can best implement changes and ensure their sustainability.
Aden Coca Cola Company conducted “diagnosis, analysis, feedback, action and evaluation”
and to a very great extent, as a strategic change management practice was highly effective.
This depicts that point to the fact that the change management process was gradually
implemented in the company. The change management process was based on the diagnosis,
analysis, feedback, action and evaluation as a key practice applied by the Coca Cola Company.
The findings further point to the fact that the Coca Cola Company change management process
was executed in a systematic order to guarantee the desired smooth transition of the company.

4.4. Managing People Issue

Organizational change occurs when a company makes a transition from its current state to some
desired future state. Managing organizational change is the process of planning and
implementing change in organizations in such a way as to minimize employee resistance and
cost to the organization while simultaneously maximizing the effectiveness of the change effort.
Today most organizational managers would agree that change has become a constant
phenomenon which must be attended to and managed properly if an organization is to survive.
Changes in technology, the marketplace, information systems, the global economy, social
values, workforce demographics, and the political environment all have a significant effect on

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the processes, products and services produced. The culmination of these forces has resulted in an
external environment that is dynamic, unpredictable, demanding and often devastating to those
organizations which are unprepared or unable to respond (Burnes, 2004).

Managing employees’ resistance during organizational change requires an effective type of

change management processes (Jansson, 2013). In particular, communications from the right
entity in the organization help improve the employees’ response to organizational change (Kotter
and Schilesinger, 2008). O’Neill (2012) explained that management practices related to
organizational change must be clear, consistent and based on what is in the change for the
individuals to improve their perception, and ultimately, improve their cognitive appraisal about
the change. In other words, without appropriate body in the organization to communicate with
employees, organizational inappropriate practices may even increase resistance of employees
(Tang and Gao, 2012).

During an organizational change, it is essential for managers to communicate the reasons for the
change as well as the process needed to make the change. This should include
clear objectives and strategic implications like:

1. Understanding Change Management

When change is implemented in an organization, there is often resistance. This resistance often
stems from people's fear—of change in the work itself, of change in the process of completing
work, or of the possibility that the change may result in the loss of their job. As a result,
managers and organizational leaders should have a strategic approach to enabling change that
ensures it is maximally effective in the organization.
Change management is the study of how to integrate changes without damaging
the organizational culture or efficiency. At its core, change management is about knowing
strategically what to change and how to manage the human element of this process. Change
management is broken into 4 elements:
1.Recognize the changes in the broader business environment
2.Develop the necessary adjustments for the company's needs
3.Train employees on the appropriate changes
4.Win the support of employees

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2. Key Enablers to Change
A. Transparency and Effective Communication
During an organizational change, it is essential for managers to communicate the reasons for the
change as well as the process needed to make the change. For example, if management wants
to implement a procedure that will help to improve the production of the workforce, but they
require a lot of initial labor to get the new procedure up and running, they should communicate
why the change in procedure is necessary.
B. Effective Education and Training
Education and training is essential for employees to understand and adapt to a change in the
workforce. When a new process is put into place, employees will likely be unfamiliar with the
process and how it will fit into their daily workflow.
C. Personal Counseling
When a major change happens in the workplace, some employees may feel very uncomfortable
about the change—especially the employees most affected by the change. For these employees it
may be useful to have a program, most likely through human resources, that will help them adapt
to the change.

D. Monitoring the Implementation

One of the most important steps in managing a successful change is to monitor how the change
is playing out in the organization. This can be done by looking at historical data and examining
how employees are performing with the change compared to how they were performing in the
past. Additionally, management will want to monitor how the change is affecting the overall
production process. If the change is not improving the process after the initial implementation,
management may want to fine-tune the process to make sure that the change is successful.
With regard to change and change management, it is recommended that from the outset, all
employees within Aden Coca Cola Company are subject to a detailed explanation of the
strategies of change.
Employees must be aware of and understand the five different broad approaches to effecting
change were identified by Thurley and Wirdenius (1973) and summarised by Jisc (2004). The
five change strategies are not mutually exclusive and a range of strategies can be employed to
effect change. Part of the skill of effective change management is to recognise what strategy/ies
to employ, when, where and how to use them.
 Directive strategies

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This strategy highlights the manager’s right to manage change and the use of authority to impose
change with little or no involvement of other people. The advantage of the directive approach is
that change can be undertaken quickly.
 Expert strategies
This approach sees the management of change as a problem solving process that needs to be
resolved by an ‘expert’. This approach is mainly applied to more technical problems, such as the
introduction of a new learner management system, and will normally be led by a specialist
project team or senior manager.
 Negotiating strategies
This approach highlights the willingness on the part of senior managers to negotiate and bargain
in order to effect change. Senior managers must also accept that adjustments and concessions
may need to be made in order to implement change.
 Educative strategies
This approach involves changing people’s values and beliefs, ‘winning hearts and minds’, in
order for them to fully support the changes being made and move toward the development of a
shared set of organizational values that individuals are willing, and able to support.
 Participative strategies
This strategy stresses the full involvement of all of those involved, and affected by, the
anticipated changes. Although driven by senior managers the process will be less management
dominated and driven more by groups or individuals within the organization.

4.5. Plan& Prepare for the change:

There are several key considerations you should have when preparing for change. These include:

 Identifying change characteristics

 Audience impact analysis
 Assessing the organization
 Assessing the project risks
 Identifying special tactics
 Presenting the strategy, Blog(2017)

Figure 15: Keys of Preparing for Change, Blog(2017)

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1. Identifying change characteristics
Each change in your organization will be unique. As a result the magnitude of the change
management activities, the required sponsorship and your overall team structure will be unique
as well - customized to your specific change. Sizing the change and identifying your change
characteristics is the first step to developing a high-level change management strategy.

When sizing your change make sure to include the following areas:

 Scope of the change

 Number of individuals and groups impacted
 Type of change
 Amount of change
Each of the above factors will influence your change management strategy and dictate how
much change management you need. Everything from your sponsorship model to the necessary
resources for managing change are affected by the factors listed above.

2. Audience impact analysis

In many cases changes impact groups differently. Some may experience a high degree of change
while others experience only minor changes. Each group within your organization is unique and
will have unique challenges and require special tactics appropriate to that group. When preparing
your change management strategy, it must be adapted after understanding:

 How much and what type of change will be felt by the different impact groups
 How many employees are in each group
 What are the unique organizational barriers for each group
3. Assessing the organization

You must consider the attributes of the organization that is being changed when creating your
change management strategy. Some organizations are ready, willing and able to change while
others are change resistant. Assessing organizational attributes is the third key to developing a
high-level change management strategy.

When assessing your organization, it is important to understand the following organizational

attributes:

 Organizational value system and culture (adaptability to change)

The culture and value system play a major role in how an organization reacts to change. By
considering this factor, you can predict certain reactions in the group and plan accordingly to

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deal with those reactions. Certain organizational value systems will be very resistant to change.
Your change management task in this case will be much more difficult.

 Capacity for change (how much more change can the organizational absorb)

Organizations have a limited capacity for change. If your organization is already experiencing a
large degree of change, then implementing yet another change can be more difficult.

On the other hand, if little or no change is currently being implemented, then the acceptance of
the organization to a new change is higher, and subsequently the change management process is
more straightforward.

 Leadership styles and power distribution

Leadership styles play an important role in change management planning. Because sponsorship
and management support is a key success factor for change management, it is important that you
take time to assess the leadership styles and power distribution in the organization.

The centralized leadership and control in a single individual will result in a simpler sponsorship
model. Conversely, when authority and decision making is dispersed throughout an organization,
gaining support and consensus on the direction of the change will be more difficult. Sponsorship
may come from multiple empowered leaders who may not agree on the direction of the change.

 Residual effects of past changes (past failures may result in "baggage")

Past changes may have left a residual effect that could work in your favor, or make change
management more challenging. Residual effects that will work in your favor include:

 Past changes were typically successful

 Employees and managers on past changes were well-informed and the change was managed
effectively
 Executive sponsors were visible and active during the change process
 Resistance was confronted head-on and resolved quickly
 If necessary, employees or managers that would not change were removed from the
organization
Residual changes that will make change management difficult include:

 Change projects repeatedly failed

 Employees and managers were surprised by changes
 Executive support for changes was weak and ineffective

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 Changes could be blocked by employees and managers who resisted the change long
enough
 Employees or managers could block or sabotage the change without consequences

 Middle-management's predisposition to change

In many organizations there are middle managers that have a high degree of control over their
peers and employees. They are either strong leaders or feared by their employees. These middle
managers will play a significant role in the change process.

During the change, these managers can take on several different roles that can be supportive or
problematic for the change management team. These options include:

 Advocate - they will act in favor of the change and help with implementation.
 Neutralizer - they will neutralize messages from the executive sponsors and change
management team.
 The actual message to their employees is tailored to their own agenda.
 Renegade - they will be unpredictable, sometimes appearing to support the change and
other times undermining the change at key points in the process.
 Villain - they will deliberately and proactively sabotage the change using their position of
power and authority and by using their informal network of communication with peers and
executives.
4. Assessing the project risks
Each change project has different attributes and therefore different risk factors. The project risk
will be a function of the organizational attributes and the change characteristics. The figure
below shows the spectrums of change characteristics on the X axis and organizational attributes
on the Y axis. Your location in the quadrants will come from your change characteristics
assessment and organizational attributes assessment from the above keys.

Figure 16: Change Characteristics, Blog(2017)

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5. Identifying special tactics

Special tactics in your change management strategy may be required given your change and your
organization. You may be able to identify special circumstances or possible resistance before the
program even begins.
Some areas to discuss regarding special tactics include:
Resistance Points

 Are you able to anticipate any specific points of resistance before the program begins?

 Are there any middle managers or supervisors involved with a history of resistance?

 Are there any front-line employee groups that may pose significant resistance?

 Will some groups be more resistant to the change than others?

6. Presenting the strategy

Gather all the assessments and data you have compiled from the previous keys to preparing for
change and combine them into a strategy. Prepare a presentation for the project team and
project sponsor to build support for your strategy that includes the following elements:

6.1. Change characteristics assessment results (including profile)

Each change in your organization will be unique. As a result the magnitude of the change
management activities, the required sponsorship and your overall team structure will be unique
as well - customized to your specific change.

6.2. Organizational assessment results (including profile)

You must consider the attributes of the organization that is being changed when creating your
change management strategy. Some organizations are ready, willing and able to change while
others are change resistant.

6.3. Proposed change management team (structure and size)

Based on your analysis of the change and organizational assessment from above, you should
have a general idea about the level of resources required for your change. You have many
options for the structure of your change management effort, ranging from an existing resource
on the project team that spends only part time on change management to a separate change
management team with dedicated resources.

6.4. Proposed sponsorship model and sponsor assessments

Like your team structure, your sponsor model should reflect the specific characteristics of your
change and attributes of your organization. Sponsorship is constantly cited as a key success
factor in change initiatives. Projects with active, strong and visible sponsors are more successful.

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 6.5. Risk assessment
Each change project has different attributes and therefore different risk factors. The project risk
will be a function of the organizational attributes and the change characteristics. For complete
information on risk assessment see the second tutorial in this series.

6.6. Recommendations for special tactics

Special tactics in your change management strategy may be required given your change and your
organization. You may be able to identify special circumstances or possible resistance before the
program even begins. For more details see key five above.

7. Next steps
After defining and creating your change management strategy the next step is to get the change
management team ready, build the sponsorship assessment diagram and develop the sponsorship
model.

Aden Coca Cola Company conducted “scientific methodology for managing planned change”
and to a moderate extent and was highly effective as a strategic change management practice.
This point to the fact that scientific methodology for managing planned change was a key
practice applied by the company in the management of their change process. Therefore, the
company change management strategy was executed in a systematic order to guarantee the
desired smooth transition of the company.

4.6. Implement the change

When the change program does not deliver the intended return, there are three possible causal
factors:

 Our employees weren’t engaged in implementing or accepting the change introduced by your
business strategy
 Our leaders weren’t successful in connecting employees to the change
 Our business system didn’t adequately support the change

 How to recognize whether employees are engaged in implementing change

An Employee Engagement Report published by Blessing White in 2011 found that globally only
31 percent of employees were engaged and 17 percent were disengaged at their company. You
need employees to engage in the implementation of your business strategy and to accept the
subsequent change. How do you know if employees are engaged?, Sandhill.(2017).

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One way is to recognize employee behavior patterns. The following behaviors describe
employees who are not engaged:

 Passive behaviors: They do the bare

minimum to implement your strategy and
barely use what has changed after implementation. Figure 17: Employee Behaviors, Sandhill(2017)
 Passive-aggressive behaviors: They support the change in front of you, then undermine the
change behind your back.
 Dominant behaviors: They are openly defiant about the change.
 Independent behaviors: They continue to do things their own way regardless of what the
change requires.

Knowing that your employees are not engaged is the first step to getting their support for your
change program.

 How leaders can ensure employees help fulfill the success of the change
Leaders need to ensure that employees understand and connect to the change. There are three
ways to do this, but some have unintended negative outcomes.

1. Authoritarian leadership behaviors

Some leaders dictate the change to employees. They micro-manage implementation and threaten
employees if they don’t accept the change. Often the best result that can be obtained by
authoritarian leadership behaviors is that employees do as they are told, but often not much
more.

If leaders micromanage, motivate through negative consequences, criticize employees and talk
more than listen to their team on a regular basis, they will more than likely have employees who
are less responsible and uncommitted, which impacts the workgroup’s productivity.

Authoritarian leadership behaviors encourage employees’ passive behaviors and often passive-
aggressive behaviors. Employees may do as they are told, but they won’t give 100 per cent.
Employees who use passive behaviors do not contribute as much effort to business change
programs as employees who use the other behavior preferences. They may produce the required
business results, but the results will be limited compared to what they could be if employees’
hearts and minds were really into their work.

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2. Laissez-faire leadership behaviors
Leaders using laissez-faire behaviors allow employees to figure out the change on their own.
They empower employees to do as they see fit with the change effort.

This works with some employees who have the capability to understand and accept the change
on their own. But most employees will resist change even if the change is positive. It’s much
easier to continue doing what is known — even if it is somewhat painful — than to try
something unknown.

3. Connective leadership behaviors

The most effective leadership behaviors are connective behaviors such as:

 Working with the team to define the change

 Providing support during the change
 Coaching and mentoring employees through the change
 Rewarding team accomplishments
Both employees and the organization benefit when leaders use connective behaviors.
Collaborating with and involving employees makes it easier for employees to accept business
change. Consequently, employees’ actions will be more on target to deliver the desired business
results.

 The impact of combined employee and leadership behaviors

The combination of certain employee and leadership behavior patterns forms an organizational
culture for the workgroups within your company.

Typically the most effective organizational culture is a connective/interdependent culture

because it ensures that everyone understands what needs to be done and why. This prevents daily
decisions from unintentionally undermining change programs. Interdependent/connective
cultures further support business change since teamwork creates synergy.

 How the business system and culture impacts the success of change
Business systems are another reason that change efforts fail or aren’t as successful as they could
be. Your business system comprises your organizational structure, management systems,
processes and information technology. Change programs often address only some of the
business system components, but success requires addressing all of them.

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Additionally, business systems have certain characteristics built into them that don’t encourage
the right behaviors from employees and leaders, thereby negatively impacting change programs.

Business systems that include characteristics such as supportive organization structures, aligned
management plans, shared data and end-to-end processes encourage leaders to use more
connective behaviors and employees to use more interdependent behaviors.

These characteristics provide employees the freedom and support to complete change
implementation tasks and to solve problems in a timely and accurate manner. These
characteristics also provide a collaborative environment for employees to work together and to
see how their efforts impact others.

Figure 18: Critical success factors, Sandhill(2017)

Most change programs would benefit from the following three critical success factors:

1. Engaged employees — Encouraging employees to

use interdependent behaviors will help them get engaged in your change effort.
2. Effective leadership — Coaching and mentoring your leaders on connective behaviors will
help them encourage interdependent behaviors from employees.
3. Business system characteristics that are right for the change — Improving your business
system characteristics to encourage the right leadership and employee behaviors will give
your change program a higher chance of succeeding.
Together, these three critical success factors are a holistic approach to creating business success
through change and, at the same time, improving happiness among employees and managers.

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 4.7. Sustain the Change
Nowadays business trends are changing rapidly all over the globe and the organizations that
don’t change cannot survive. (Hage, 1999) Creating a change readiness climate within the
organization is the leaders’ job. Not only managers have to be prepared for any change process
but also employees. Employees’ readiness to accept and embrace change is critical for the
process success. Even if managers lead the organizations the transformation power lies within
the people that form the organizations and leaders may only try to stimulate and support the
change. Employees decide whether to work towards change or against it. If leaders want the
success of the organization then they have to prepare their employees for change. Leaders have
to choose or recreate the wright means to prepare, implement and sustain change. Until now,
theorists and practitioners have come with several methods, procedures, models and strategies
applicable for various contexts but customization is absolutely necessary for each case.

Sustained change comes from developing a collective sense of purpose; from unleashing the
creativity of people throughout your organization and from teaching them how to recognize
unconventional opportunities.
Here are seven strategies for sustaining change
in your organization, Changemanagment (2017)

The need for constant reinvention is a given in

today’s business environment. And while a
breakthrough product or concept can catapult
an organization ahead of its competitors, in these
fast-paced times, that advantage is often short-lived.

While major product or service breakthroughs make Figure 19: Factors of Sustained change
headlines, it’s the steady incremental changes made by employees every day that give an organization
the sustained growth it needs.

Sustained change comes from developing a collective sense of purpose; from unleashing the
creativity of people throughout your organization and from teaching them how to recognize
unconventional opportunities.
As change ideas surface, a clear sense of mission empowers front-line employees to act on new
ideas that further the company’s purpose.

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Leaders create the psychological environment that fosters sustained change at all levels. The
challenge is that as an organization grows, management structures and bureaucracies, designed
to channel growth, tend to create barriers to small-scale enhancements.

The commitment to establishing the right psychological conditions for change needs to start at
the top. This means that, as a leader, you need to consider your own assumptions about change
and their role in creating and changing the organization’s culture.

You need to appreciate the value of incremental as well as major changes, understand the
psychology of change and take the lead in promoting an innovative culture. Otherwise, it’s just
not going to happen. While your organization’s change capability depends on multiple factors,
there are several steps you can take to create the psychological conditions that favor change
thinking, regardless of the industry or the size of the organization.

1. Establish A clear sense of direction

Changing cultures involves changing minds, and that takes time. But as with any initiative, a
clear sense of the target helps to speed the journey.

The organization’s mission helps to organize and direct the creativity of its people. What is the
purpose of consistent change in the enterprise? Is it to add customer value to existing products
and services… to speed delivery… to increase on-time arrivals?

When having a clearly articulated message allows everyone to focus on change where it can
deliver the greatest value. Change, as it means creating a new dimension of performance. A
sense of mission clarifies the direction of performance and helps determine which new ideas to
focus on.

2. Open communication

Open communication between management and employees sets the stage for an atmosphere of
trust. But if you want to establish a new, more trusting culture, you can’t expect employees to
take the first step.

Company leadership initiates the process of open communication by sharing information with
employees on a regular basis. This includes good news and bad.

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Leaders of organizations that sustain change offer multiple opportunities for communication,
while not every company can offer an open-door policy for its senior executives, or even a
chance for regular face-to-face contact, every organization can institute programs that enable
front-line workers to feel heard

3. Reduce bureaucracy

While larger organizations are often considered less entrepreneurial and inventive than their
smaller counterparts, it’s not the size of your company that inhibits change — it’s the systems.
Bureaucracy slows down action and is a serious impediment to change.

Faster implementation encourages further inventive thinking. Think for a minute. If you had an
idea for a change, and it required 6 weeks to clear channels and another 3 weeks to get funding,
would you have lost any impetus for further contribution?

4. Instill a sense of ownership

An ownership mentality creates a powerful incentive for inventive thinking. When an individual
is clearly aware of how his or her interests are aligned with those of the company, he or she has a
strong reason to “go the extra mile” to further the mission.

Stock ownership is a significant, if not essential, incentive for employees. However on its own,
profit-sharing doesn’t guarantee your employees will think like owners.

5. Make sure recognition and rewards are consistent

While financial rewards are often tied to changes, rewarding only the individual or team
responsible for the “big idea” or its implementation, sets up a subtle competitive atmosphere that
discourages the smaller, less dramatic improvements.

Even team-based compensation can be counterproductive if teams are set up to compete with
each other for rewards. These incentives discourage the cross functional collaboration so critical
to maximum performance.

The companies that successfully foster a change culture design rewards that reinforce the culture
they want to establish. If the organization values integrated solutions, it cannot compensate team
leaders based on unit performance. If the company values development of new leaders, it cannot
base rewards on short-term performance.

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6. A tolerance for risk and failure

Tolerating a certain degree of failure as a necessary part of growth is an important part of

encouraging change. Change is a risk. Employees won’t take risks unless they understand goals
clearly, have a clear but flexible framework in which to operate and understand that failures are
recognized as simply steps in the learning process.

Aden Coca Cola Production System transfers quality management and change authority to
front-line plant workers. Workers are able to make adjustments in their work if they see an
opportunity for improvement. If the change works, it’s incorporated into operations, if not, it’s
chalked up to experience.

A major psychological benefit of Aden Coca Cola’s method is the development of trust.
Employees who trust their bosses are more likely to take intelligent risks that have potential
benefit for the company.

7. Eliminate projects and processes that don’t work

As the company innovates the need to practice what called “creative abandonment.” Projects and
processes that no longer contribute should be abandoned to make room for new, progressive
activities. While no company wants to squander financial resources on unprofitable activities, it
is actually the irreplaceable resource of time and employee energy that is wasted if a company
holds on to the old way of doing things.

In essence, some of the breakdowns in sustaining the change are resultant of the following,
(D’Ortenzio, 2012)
1. Change management in its development is not understood:
In this instance, the issue of organizational change is accorded relatively light treatment in
practical development situations. Employees have little understanding of the issue and are not
conversant with the language used to articulate the organizational change issues.
2. Change management is unguided:
Organizational change is hard to conceptualize for some organizations and harder to apply. It is
recommended that codification of empirical knowledge to guide the employees involved be
implemented. This becomes a huge boon to the process. Through the codification of empirical
knowledge, employees responsible for managing the change become engaged in issues related to
exploration, risk, discovery and change without the need for comprehensive maps for guidance
(Senge, 1999a, 1999b).
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3. Change management results are unpredictable:
Change management exercises are highly unpredictable in terms of what they achieve. Experts
agree that most change projects fail. Pascale (1999) suggested this was the case for 80 per cent
of change programs.
4. Change management is not supported:
Failure to motivate or convince leadership and middle management of the need for change often
leads to the unravelling of a change process, and certainly does not achieve and sustain the
intended results.
5. Change management results cannot be sustained:
It is often difficult for change initiators to persevere and maintain focus on the change initiative.
Where this is seen not to be working, a focused effort to nurture the change environment and
reward incremental successes is recommended.
6. Barriers to change:
Table 3: Barriers to change, D’Ortenzio, 2012

Barriers Barriers Type

1- Organizational -structural inertia;
barriers to change -existing power structures; resistance from work groups
-failure of previous change initiatives.
2- Individual -tradition and set ways;
barriers to change
-loyalty to existing relationships;
-failure to accept the need for change;
-insecurity;
-preference for the existing arrangements;
-break up of work groups; different person ambitions;
-fear of loss of power; fear of loss of skills;
-fear of loss of income;
-fear of the unknown;
-redundancy; and
-the ability to perform as well in the new situation
3- Inappropriate -change is often resisted because of failures in the way it is introduced;
change
management -failure to explain the need for change;
-failure to provide information;
-failure to consult, negotiate and offer support and training; lack of
involvement in the change process;
-failure to build trust and sense of security; and poor employee relations)
are contributing factors to resistance to change.

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The table above highlights the barriers to change from organizational and individual
perspectives, and from inappropriate actions in change management.
7. Resistance to change:
In addition to addressing the issue of ‘barriers to change’, the issue of ‘resistance’ must also be
addressed. Some degree of resistance to change is commonplace in organizations since the
change initiatives could be either disruptive or stressful. Basically, there are four reasons why
change is resisted:
- Parochial self-interest (employees are more concerned with the implications of
change for themselves).
- Misunderstanding (communication problems and inadequate information).
- Low tolerance of change (sense of insecurity and different assessment of the
situation).
- Disagreement over the need for change (disagreement over the advantages and
disadvantages) (Kotter and Schlesinger, 1979).

In Aden Coca Cola company defined the internal context characteristics’, its perceived
centrality, and the timeframe of change initiatives and to a very great extent the change
management process was highly linked to the external forces such as political forces and
therefore Aden Coca Cola company ensured that there was interaction between context,
substance and political forces which shape the process of organizational change as part of the
strategic change management practice.
The change process at Aden Coca Cola Company is in tandem with the external regulatory
environmental requirement which affected the company’s performance .This shows that strategic
change management was well customized process to suit the company change needs as Aden
Coca Cola Company very well defined the internal context characteristics.

5. The Challenges of Managing Change:

The challenges facing strategic change management process range from resistance to change
from various management cadres due to fear of loss of power, lack of adequate support from the
company’s top management, limited resources allocation to the change process, corporate
inertia, divergent perception between the managers and subordinates about strategic change and
poor formulation of change management policies and procedures. The strategic change is often

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characterized by delays and cost overruns resulting in loss in efficiency and effectiveness.
Employees may be worried about the consequences of change, such as how the new conditions
will take away their power and status. Some are concerned about the process of change itself,
such as the effort required to break old habits and learn new skills (Kotter, 2007).
The challenges in managing strategic in change conducted by Aden Coca Cola Company were
grouped into main four factors which are the duration, integrity, commitment, and effort.
-Duration:
Aden Coca Cola Company make the mistake of worrying mostly about the time it will take to
implement change programs. They assume that the longer an initiative carries on, the more likely
it is to fail—the early impetus will peter out, windows of opportunity will close, objectives will
be forgotten, key supporters will leave or lose their enthusiasm, and problems will accumulate.
However, contrary to popular perception, our studies show that a long project that is reviewed
frequently is more likely to succeed than a short project that isn’t reviewed frequently. Thus, the
time between reviews is more critical for success than a project’s life span.
Aden Coca Cola Company should formally review transformation projects at least bimonthly
since, in our experience, the probability that change initiatives will run into trouble rises
exponentially when the time between reviews exceeds eight weeks.
-Integrity:
By performance integrity, we mean the extent to which Aden Coca Cola Company can rely on
teams of managers, supervisors, and staff to execute change projects successfully. In a perfect
world, every team would be flawless, but no business has enough great people to ensure that.
Besides, senior executives are often reluctant to allow star performers to join change efforts
because regular work can suffer. But since the success of change programs depends on the
quality of teams, the company must free up the best staff while making sure that day-to-day
operations don’t falter. In companies that have succeeded in implementing change programs, we
find that employees go the extra mile to ensure their day-to-day work gets done.
Since project teams handle a wide range of activities, resources, pressures, external stimuli, and
unforeseen obstacles, they must be cohesive and well led. It’s not enough for senior executives
to ask people at the watercooler if a project team is doing well; they must clarify members’ roles,
commitments, and accountability. They must choose the team leader and, most important, work
out the team’s composition.

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-Commitment:
Aden Coca Cola Company must boost the commitment of two different groups of people if they
want change projects to take root: They must get visible backing from the most influential
executives (what we call C1), who are not necessarily those with the top titles. And they must
take into account the enthusiasm—or often, lack thereof—of the people who must deal with the
new systems, processes, or ways of working (C2).
Top-level commitment is vital to engendering commitment from those at the coal face. If
employees don’t see that the company’s leadership is backing a project, they’re unlikely to
change. No amount of top-level support is too much.
Sometimes, senior executives are reluctant to back initiatives. That’s understandable; they’re
often bringing about changes that may negatively affect employees’ jobs and lives. However, if
senior executives do not communicate the need for change, and what it means for employees,
they endanger their projects’ success.
Companies often underestimate the role that managers and staff play in transformation efforts.
By communicating with them too late or inconsistently, senior executives end up alienating the
people who are most affected by the changes. It’s surprising how often something senior
executives believe is a good thing is seen by staff as a bad thing, or a message that senior
executives think is perfectly clear is misunderstood.
-Effort:
When Aden Coca Cola Company launch transformation efforts, they frequently don’t realize, or
know how to deal with the fact, that employees are already busy with their day-to-day
responsibilities. According to staffing tables, people in many businesses work 80-plus-hour
weeks. If, on top of existing responsibilities, line managers and staff have to deal with changes
to their work or to the systems they use, they will resist.
Project teams must calculate how much work employees will have to do beyond their existing
responsibilities to change over to new processes. Ideally, no one’s workload should increase
more than 10%. Go beyond that, and the initiative will probably run into trouble. Resources will
become overstretched and compromise either the change program or normal operations.
Employee morale will fall, and conflict may arise between teams and line staff. To minimize the
dangers, project managers should use a simple metric like the percentage increase in effort the
employees who must cope with the new ways feel they must contribute.
Aden Coca Cola Company must decide whether to take away some of the regular work of

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employees who will play key roles in the transformation project. And it can start by ridding
these employees of discretionary or nonessential responsibilities. In addition, it should review all
the other projects in the operating plan and assess which ones are critical for the change effort.
The management of Aden Coca Cola Company should conduct a research and pretest the
different strategic change management practices to ensure that only the best practices are
implemented to figure out the above main challenges.

6. Conclusion
The Prosci ADKAR Model is a framework for managing and understanding individual
change. The model consists of five building blocks that must be achieved for change to be
successful: Awareness of the need for change, Desire to participate and engage in the
change, Knowledge of the skills and competencies needed to successfully change, the Ability to
perform the necessary skills and the Reinforcement to sustain the change, Blog (2017).
The term "barrier point," as used here in Aden Coca Cola Company means that you first must
address this ADKAR element before moving forward in the model and here will recapitulate the
ADKAR model that applied in Aden Coca Cola Company and its barrier in each step:
-BARRIER POINT AT AWARENESS:
In Aden Coca Cola Company the study participants consistently identify lack of Awareness as
the primary reason why employees and managers are resistant to a change. Without awareness of
the need for change, individuals lack crucial pieces of information that block progress with
change. When Awareness or Desire is the barrier point, you will see little or no evidence that the
change is taking place.
If the barrier point is Awareness of the need for change, you may see the person simply ignoring
the change completely. It is not uncommon for an employee to defend the current state,
especially if they helped create the process or tools currently being used.
Building Awareness is the first step in enabling a successful change. Awareness sets the
foundation for helping individuals make personal choices about the change at hand.
-BARRIER POINT AT DESIRE:
As with lack of Awareness, lack of Desire is first identified by noticing in the company that the
change is not taking place with an employee. When a person lacks Desire to change, you will
observe a partial or complete disengagement from work. Some employees may openly resist the
change, while others may find passive forms of resistance such as garnering support for his or

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her position from other employee. If confronted, employees at this stage of ADKAR Model may
show fear or uncertainly around the desired future state, or may become angry at being "forced"
to change. It is not uncommon for an employee's overall morale to be low and for his or her
outlook to be poor. Desire is often the most difficult element to facilitate with another person.
Any manager or sponsor attempting to help another person attain this element will be
challenged, as the factors causing a lack of desire are not always within the control of that
manager.
-BARRIER POINT AT KNOWLEDGE:
Knowledge is the third element in the ADKAR Model, it is understanding how to change (the
skills and training on the new tools or processes, and the understanding of the new roles or
responsibilities required to change). When an employee has a lack of Knowledge, you will
observe honest attempts at making the change happen that often do not work out.
Employees will often say that they do not know what to do, or that they lack the necessary skills.
You can expect frequent questions and an increased demand on the time of managers and co-
workers. When the barrier point at Knowledge is not resolved, the cost of change increases,
additional resources are used, and employees may become so frustrated that they give up.
-BARRIER POINT AT ABILITY:
Does attaining the Knowledge regarding a change automatically include having the Ability to
change? This is a common misconception among change practitioners. The element "Ability" is
when "walking the walk" becomes a reality. Whether from a physical disability, a mental block,
a function of time, or a lack of resources, it is possible that an individual may have the
Awareness of, Desire and Knowledge to change, but may not be able to perform the change.
Like with Knowledge, the first observation you can make is that the employee is trying to
change. When an employee lacks Ability, you can expect them to take longer to perform the
necessary tasks and productivity will be low.
To address a lack of Ability, managers must ensure that their employees receive the necessary
amount of coaching to master the new skills and processes. Equally important, employees must
have the time to practice until they become proficient at the change. Subject matter experts and
mentors are great tools to assist employees during this state.

-BARRIER POINT AT REINFORCEMENT:

Even though the change is demonstrated with the attainment of Ability, Reinforcement is the
final essential element in the ADKAR Model for individual change. When employees lack
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recognition, reward and reinforcement for the change, you can expect a decline in their
enthusiasm and energy level around the change, and in some cases employees will simply revert
back to old ways of doing work. When a person feels unrecognized, he or she may believe that
no one cares or is paying attention. They may feel uncompensated for all of the hard work they
have done to achieve the change. Any employee who feels unappreciated is unlikely to perform
at their best.
As change is a process that occurs over time, we may need to spend as much time reinforcing the
change as we did building Awareness of the need for change. Tactics for reinforcing the change
include engaging the primary sponsor and the employees' direct supervisors in providing
recognition and reinforcement to employees, and celebrating successes both publicly and
privately. Compensation and performance measurement systems need to be aligned with the
change.
-INTEGRATED ADKAR ELEMENTS:
While a barrier point at each ADKAR element can have negative consequences, the elements
also relate to one another. The five building blocks are sequential such that a barrier point at
Awareness can affect Desire, or a gaining of Knowledge is a key component in the attainment of
Ability. A "sagging," low level of any one particular element can pull down other elements,
while an increase in any element through targeted change management efforts can positively
contribute to helping individuals attain other elements of the ADKAR Model.

Aden Coca Cola Company have conducted a “scientific methodology for managing planned
change” and that was done to a moderate extent. The scientific methodology for managing
planned change was highly effective as a strategic change management practice. This point to
the fact that scientific methodology for managing planned change was a key practice applied by
the Aden Coca Cola Company in the management of their change process.
Aden Coca Cola Company also conducted “diagnosis, analysis, feedback, action and
evaluation” and to a very great extent and the study established that diagnosis, analysis,
feedback, action and evaluation as a strategic change management practice was highly effective.
Also, the change management process was gradually implemented in Aden Coca Cola Company.
The change management process was based on the diagnosis, analysis, feedback, action and
evaluation as a key practice applied by the Aden Coca Cola Company.

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The findings further point to the fact that the Aden Coca Cola Company change management
process was executed in a systematic order to guarantee the desired smooth transition of the
company.
In spite of the fact that the strategic change management process being implemented by Aden
Coca Cola Company faced various challenges which hindered the effectiveness of the change
process. The main challenges included; lack of adequate support from the company’s top
management, resistance to change due to fear of loss of power, corporate inertia, and limited
resources allocation to the change process, divergent perception between the managers and
subordinates on the strategic change and poor formulation of change management policies and
procedures.

7. References

 Baba, C., Cherecheş, R. Ţiclău, T. and Mora C. (2009). “Organizational diagnosis – a

management tool for change: Case study in Satu Mare county hospital”. Transylvanian
Review of Administrative Sciences, 25E/2009 pp. 32-39. Boomer, L.G. (2007). Strategy
execution and alignment. Accounting Today, Vol 21 Issue 9, p24.
 Burnes, B. (2004). Managing Change: A Strategic Approach to Organizational
Dynamics, 4rd Edition; Prentice Hall.
 Blog.(2017). Six Keys to Prepare for Change. Retrieved on 01/09/2017 from website;
http://blog.prosci.com/six-keys-to-prepare-for-change
 Blog.(2017). Individual Barriers to Change. Retrieved on 03/09/2017 from website;
http://blog.prosci.com/individual-barriers-to-change-and-what-to-do-about-them
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