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• Inclusion
• Controlling
• Power
• Self-actualisation
• Applying own ideas
 
 
 
 
In that special situations of implementing change of organisational some important points are
in followed table.
 
 
  7
 
Analysis, diagnoses, reflections, observations, tests, developing, Analysing...
What to think about before implementing change process:
• how to coach and educate your colleagues
• methods for managing resistance with senior managers
• most effective tactics for  change management with managers and supervisors
• what about  the most resistant group
• building change management competency for department managers
• how to chose project leader is active, strong and visible sponsor thought the project
• Employees want to hear information about change from two people: the CEO and their
immediate supervisor - the message they want to hear from each individual is very
different. 
• When they asked what they would do different next time, most teams would dedicate
resources to change management.   
• The top reason for resistance is a lack of awareness about the change. 
• Functional managers should understand that matrix mean cooperation and more
power, no less. 
 
Change
vision
what why who
where when
 
Implementatio
n of
motivators
Levels of
leading and
manipulating
How deep and
big change
Are
heterogenic or
homogeny
employees
How much
level will be
changed?
In which time
 
What think
stakeholders
  
Chief
Executive
Leadership
group
Down the
line
External
constitution
  Commitment
For matrix
 Conviction     Courage 
  Capability
For matrix
  Individual
activity
  Enabling
devices
Personal
approach
Values 
Attitudes
How much
time, energy to
invest
Ethical values
Culture
Making teams
Levels of
employees
Which levels
of organization
and managers?
What kind of
resources
Economy
Legality
Social groups
 
  8
What steps first to apply?
Choosing success factors to identify the greatest leaders to the success of a change
management program, identifying people who are promoters, to become supervisors, and who
are opponents.
Making methodology and decisions about necessary activities for each phase of the project:
planning, design and implementation 
Defining role of top management and analyzing which key activities leader can do to
contribute to the success of the project, how to coach, motivate, get trust and educate.
Connect roles of managers and supervisors because they are the key to the success of a
project.  We should find out most effective tactics for deploying change management and
dealing with resistance in this group on suitable way for every individual.
Improving communications to implement the most effective methods of communication, and
decide how frequently the objectives and progress of the project should be communicated.
Predicting resistance to identify resistance and who is most resistant to change and the reasons
why they resist.
Building team structure of functional and project managers and asking about what managers
do differently in structuring their change management team as they structuring their project or
functional team.
 Deciding what role every individual has to get in team, if we think about psychological and
mental aspects of person. 
What to analyze?
Change management is procedure which has iceberg effect because the main part of it is
visible just for change leaders. Under the surface of the change management Iceberg is important
connections between attitude and behaviour of promoters and opponents.
- Opponents have both, a negative general attitude towards changes and a negative behaviour towards
particular personal change. They need to be controlled by Management. It is substantially important successful
change of their perceptions and beliefs to change their minds as far as possible.
- Promoters on the other hand have both a positive generic attitude towards change and they are positive about t
particular change for them personally. They are first who take advantage of the change and will therefore
　
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