The steps in the Fisher (2012) model are not meant to line up with Kotter (1995) steps, but signify how people psychologically deal with personal change as they move through the change process. It is important to include this human element in the change process as any change, however small, has the prospect to have a major bearing on an individual, their regard for their own interests and subsequent performance (Sabjanyi, 2006; Brisson-Banks, 2009). People struggle emotionally if there is a lack of clarity about what will be changing and by when and the fear of the unknown can cause resistance to change (Mclean, 2011; Weiss, 2003). Therefore, it is crucial for successful change to address the human aspects of the change process and communicate This Director was committed to the change from the beginning, taking over the role as the main change agent. She exuded all the qualities suggested by Carter et al (2005) and Stum (2009), championing the change with great enthusiasm. When reviewing the Fisher model (2012), it seemed she was at the final step from the first day she arrived at the company. On further review of this, the author suggests because she was new to the company, for her this was not a change but a task. The task being to implement the reorganisation and hence she did not have the emotional feelings associated with the Fisher model (2012).
When reviewing the Fisher model (2012), for the two ex-Goodrich managers, they both outwardly initially showed signs of some fear and were somewhat threatened by the proposed change especially when the ex-Goodrich Director was leading the team. On introduction of the new Director, they both quickly moved to gradual acceptance.
The Author’s The company introduced many procedures, focused on standardising work, along with a significant increase in bureaucracy, pointed to a role culture. However the need to execute projects with speed utilising project teams to focus on assignments indicated a task based culture. A dual culture was identified by Deal and Kennedy (2000) as a means to optimise business performance.
Policy Deployment was utilised to develop the strategic change strategy and using the Kotter (1995) model ed provide a simple and recognisable structure to identify this addressed the first three steps in the model. The Kotter (1995) model provided more definition of the change process compared to the Lewin (1947), however it still does not provide enough detail to adequately capture all the major items needed at each step of the change process to successful execute a change.
For a successful change agent to succeed one must sell the change. The senior level executive failed to achieve this during the initial briefing and the ex-Goodrich Director never attained the positive attitude required to champion the