Change Management

11.23.2021
Organizational Changes
People Changes
 Explain Explain the role of business analysts to change management.

Develop a good understanding of the structure, climate and culture

Develop of the organization, knowledge which is essential to the smooth
Learning introduction of change.

Objectives:

Apply Apply the value of flexibility in implementing change.

  Organization Changes
 Cultural Analysis
 Kurt Lewin’s Model of Organizational Change
Topics for  People Changes

Discussion 

SARAH Model of Business Change
Learning Cycle
 The Conscious Competence Model
 Benefits Management and Realization
Organizational Change

Cultural Analysis Kurt Lewin’s Model of

Organizational Change
Cultural Analysis

 Corporate Culture - Corporate

culture refers to the beliefs and
behaviors that determine how a
company's employees and
management interact and handle
outside business transactions.
Often, corporate culture is
implied, not expressly defined,
and develops organically over
time from the cumulative traits of
the people the company hires.
(Tarver, 2021)
 The business analyst must evaluate
the gaps considering cultural
change between:
 where the organization is now (by
• Culture as it is
Consider • Proposed
studying the culture as it is) and
• Culture as they changes to
 where it needs to be (by
considering it as they would like it would like it to process and
to be), and be systems
 to support any proposed changes to
processes and systems Study Support

Cultural Analysis
Kurt Lewin’s Model of Organization Change
 unfreeze – changing the balance of forces;
 transition (make the change) – ‘moving’ the organization as a result of this balance of more powerful
forces;
 freeze (often misquoted as refreeze) – creating a new balance.
People Changes
 SARAH Model of Business Change
 Learning Cycle
 The Conscious Competence Model
The SARAH
Model
 The SARAH model reflects the
reactions of many people when
they are faced with significant
change in their lives.
 It shows the stages they go
through, from their initial dismay
on learning about the change to
re-establishment of optimism
once they begin to see the
possibilities the change brings.
 The SARAH Model
 Shock: They may well not have understood the forces (for
example, more aggressive competition or impending legislation)
that have made the change imperative for the organization. They
have become used to their existing ways of working, including
their IT systems (however much they might moan about them).
 Anger: They are angry at the outside forces that have caused the
change and, often, at their own leaders, either for identifying the
change or perhaps for initiating it. This anger can also be directed
at others, for example BAs, whom people see as responsible for
the change.
 Rejection: People just want to be left alone and to carry on with
things as they were (however much they might realize inside that
this is not really an option).
 Acceptance: People are getting used to the new processes and IT
systems and are not afraid of them anymore.
 Hope: About processes and systems, they start to think of ways in
which these could be made even better and begin to suggest
improvements to the BAs and systems support personnel.
Change
References

 Tarver, E. (2021, September 2). Corporate culture.

https://www.investopedia.com/terms/c/corporate-culture.asp