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CMFSection4

Glossary for Change Management Practice

TermDefinition
Beckhard and Harris Change Formula A "formula" developed by Richard Beckhard and Reuben Harris, which states that change will occur when the combination of current dissatisfaction, change attractiveness, and practicality and risk of adoption exceed the anticipated "cost" of the change.
Beckhard, Richard An organisational theorist and pioneer of organisational development. Collaborated with Reuben Harris in the development of the Beckhard and Harris Change formula.
Change Agent Network An informal network (outside normal governance) of those assisting in the implementation and embedding of a change initiative.
Change readiness An assessment of the status (including capability and resilience) of an organisation, group or individual relative to the change-induced stresses they face.
Change Severity Assessment An analysis of the principal factors affecting the challenge that a change initiative may present to an individual or group. Factors include: the external environment, other change initiatives, the ability and track record of the organisation with respect to change, and individuals' responses to the change.
Common causes of resistance 10 reasons for resistance to occur (and what to do about them) researched and documented by Rosabeth Kanter.
Continuity The maintenance of an existing level of performance.
Gap analysis A consideration of the elements that constitute the difference between two states (the "as-is" and "to-be".
Glaser, Rollin and Christine Rollin and Christine Glaser developed the Team Effectiveness Model and associated profile (an assessment tool).
Harris, Reuben Collaborated with Richard Beckhard in the development of the Beckhard and Harris Change formula.
Impact A variation in performance brought about by an external influence.
Jensen, Mary Collaborated with Bruce Tuckman (following his original work) on Tuckman's stages of group development: Forming, Storming, Norming, Performing, Adjourning (or Mourning).
Kanter, Rosabeth A management consultant and professor at Harvard Business School, used her sociological training to identify 10 Common causes of resistance.
McKinsey 7-S Model Seven aspects of an organisation that must be aligned for a change to be successful: Strategy, Structure, Systems, Style, Skills, Staff and Shared values.
Peters, Tom Tom Peters was a principal influence in the development of business process re-engineering, which led in turn to Total quality, Lean, Just in time, Six Sigma, and other significant movements focused on business efficiency. He co-authored "In Search of Excellence" with Robert Waterman, in which what has since become known as the McKinsey 7-S Model was introduced.
Pollyanna effect The erroneous belief that everything will turn out well.
Psychological Contract The unwritten commitment between manager and a staff member that underpins any formal contract, job description, terms and conditions, etc.
Risk An uncertain event which, if it occurs, will have a negative impact on an endeavour.
Schlesinger, Leonard Collaborated with John Kotter to produce "Choosing Strategies For Change", including a strategy to manage resistance.
Team Effectiveness Model A psychological researcher into the theory of group dynamics. Collaborated with Mary Jensen (following his original work) on Tuckman's stages of group development: Forming, Storming, Norming, Performing, Adjourning (or Mourning).
Tuckman's stages of group development Tuckman's stages of group development are: Forming, Storming, Norming, Performing, Adjourning (or Mourning).
Waterman, Robert Co-authored "In search of excellence" with Tom Peters, in which what has since become known as the McKinsey 7-S Model was introduced.
Created by: Sarah Ironmonger
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