Unit – 3

Intervention Strategies
Change Management
Introductory Note
In change management, the systems approach is the term given to the analysis of
change situations that is based on a systems view of the problem. The intervention
strategy model (ISM), which forms the basis of system approach to change, is based on
the premise that messy change situations may be effectively managed through the
application of systems thinking.

The application of the systems approach is not limited to the ‘hard’ end of the change
spectrum. All management processes and structures may be described in systems
terms.

Interventionist approaches tend to be based on systems thinking, a socio-technical

approach to dealing with and managing change, and as such come with a particular
language and underpinning assumptions.
Change Management
Intervention Strategies
The Intervention Strategy Model(ISM)

Change Management
Intervention Strategies
Overview of ISM
Theory of ISM
A number of important points must be noted relating to the effective and efficient use
of the model prior to investigating each of the individual stages. They are as follows:

• Iterations may be required at any point, within or between phases, owing to the
inherent dynamic nature of change events. Once the desired position has been
reached, further environmental developments may cause the transition process to be
re-entered at some later date.

• Problem owners and any other associated change agents should be involved
throughout. It is essential that they be committed to the initiative, as they are the
driving forces.

• There is a tendency to rush through the diagnostic phase, with problem owners
basing assumptions on their own brand of ‘common sense’. Time spent getting it right
first time is seldom wasted. Specification and description are crucial to the
understanding of a change situation.
Theory of ISM
• It is always advisable to attempt to produce quantifiable performance indicators in
stage 3, as they will simplify the evaluation process in stage 6.

• It is virtually impossible not to start thinking about solution options during the
diagnostic phase, especially on a ‘live’ problem. There is no harm in this, but do not
skip stages. Put the options aside until stage 4.

Change Management
Intervention Strategies
The Stages of ISM – Initial Note
The key to successful change management is first the identification of the appropriate
problem owners and second the selection of a management methodology to provide
the means of handling the transition.

Assuming the ‘players’ have been identified, they must decide on their subsequent
course of action. ISM should be selected when the impending or existing change
situation exhibits tendencies towards the harder end of the change spectrum, what
was termed the ‘flexi’ region of the change spectrum.

Change Management
Intervention Strategies
The Stages of ISM – Definition Phase
Time spent defining a change event – its nature, impact and repercussions – will pay
dividends as the management process develops. Accurately describing the change
allows the managing team to adjust membership, assess cultural impacts, examine,
through system mapping techniques, relationships, attitudes and causes, and begin
to address the change holistically.

Change Management
Intervention Strategies
The Stages of ISM – Definition Phase
Stage 1: Problem/systems Specification and Description

Management must, through the problem owner(s) and with the assistance of
interested parties, develop their understanding of the situation. The change, or
problem, must be specified in systems terms and the complexity reduced so as to
isolate and determine the systems interactions, relationships and cultures.

It is at this stage that one employs the previously outlined diagramming techniques as
a means of assisting definition and analysis. Meetings and interviews will be
conducted, experience sought and historical data examined, in an effort to construct
an accurate picture of the present system and the likely impact of the changes.

Change Management
Intervention Strategies
The Stages of ISM – Definition Phase
Stage 2: Formulation of Success Criteria
The success criteria associated with a particular change situation may be defined in
two ways. The first, and most common, involves the setting of objectives and
constraints. The second is merely a corruption of the first in that it generates options,
or paths, which are tagged on to the original objective. For analytical and
communicative purposes it is always best to produce objectives and constraints.
Options are messy to deal with and have to be broken down at a later stage to
determine specific measures of success.
Objectives may be derived from the rationale behind the change and constraints
generally emerge from the resources that have been allocated to the task, or more
accurately the lack of them. It would be fair to say that the normal constraints facing
management in change situations are time and money. Constraints may also be traced
to both the nature of the systems and the cultures affected.
The Stages of ISM – Definition Phase
Stage 3: Identification of Performance Measures

Having decided what the objectives of the exercise are, it is necessary to formulate
appropriate measures for each objective. This should be done at this point to let the
problem owner evaluate the options generated subsequently.

Where possible it is best to identify quantifiable measures, such as costs, savings,

volume, labour and time. When this is not possible then the measures should be
graded in some way, e.g. ranking could be employed. Measures can be entered on the
objectives tree, thus providing one descriptive representation of what is to be achieved
and how its success will be measured. This provides an ideal focal point for the
subsequent evaluation phase and also communicates in a logical fashion the aims of
the change.
Change Management
Intervention Strategies
The Stages of ISM – Evaluation Phase
Stage 4: Generation of Options or Solutions

A wide range of techniques are available to the problem owner(s) which assist in
option generation.
The Stages of ISM – Evaluation Phase
Stage 4: Generation of Options or Solutions

Many of the benefits associated with adopting a collective solution methodology will
be lost if the groups and teams involved are not operating effectively. Very often,
especially when those coming together do not generally function as a work team, it is
best to engage in some form of structured team building. This should first break the
ice, and second raise the level of performance. Facilitating the learning development
process is crucial to the success of group-based approaches.

The participating individuals and groups must see such sessions as being constructive
and influential. They should not become cosmetic smoke screens for the tabling of
preconceived options. If this happens, those involved may withdraw support and take a
more reactive stance. To this end, sensitivity must be shown towards the promoter of
even the most ridiculous options. Change Management
Intervention Strategies
The Stages of ISM – Evaluation Phase
Stage 5: Selection of Appropriate Evaluation
Techniques & Option Editing
Having identified the potential options or solutions, which may of course be presented
as ‘strings’ of options rather than discrete solutions, the investigator must then
evaluate them.

First, a brief comparative study of the options and the predetermined success criteria
will act as an initial screening device. It is important not to alienate those who have
contributed suggestions.

Change Management
Intervention Strategies
The Stages of ISM – Evaluation Phase
Stage 5: Selection of Appropriate Evaluation Techniques and Option Editing

Second, a range of evaluation techniques must be selected and applied, for example:
 Examination and manipulation of the previously developed diagrams should assist
in determining the impact of the solution option(s) upon the systems environment.
 Physical and computer simulations may assist in determining operational viability
– especially in situations where real life experimentation could be ‘costly’.
 Risk, investment, cash flow and cost-benefit analysis should assist in determining
the likely return on investment and the projected cash flows.
 Project management techniques, such as network analysis, will test the potential
benefits, time scales and resource implications of implementation.
 Environmental impact analysis may be employed to establish the ‘hidden’
environmental cost of adopting particular solutions.
 Strategic and cultural fit must be considered: will proposals match intended
strategic outcomes and does the existing culture support the changes?
The Stages of ISM – Evaluation Phase
Stage 5: Selection of Appropriate Evaluation Techniques and Option Editing

This initial formal screening should eliminate sub-optimal options, as well as

developing an understanding of the interrelationships and order of option paths and
linkages. Options need not be standalone activities: they may form paths, courses of
activities that must be considered as a group. The analysis within this stage need not
be quantitative. Subjective assessments of an option’s suitability may be conducted
when there are non-quantifiable performance indicators. Subjective assessments of an
option’s suitability are best conducted in an open and participative manner, thus
ensuring that accusations of bias and skullduggery are minimized.
The Stages of ISM – Evaluation Phase
Stage 6: Option Evaluation
Options are evaluated against the previously determined change objectives. A tabular
format may be used to conduct the evaluation. Objectives, along with their associated
performance measures, are entered as a prioritized listing on the left. Individual
options and/or option chains are entered along the top. Factual data and/or calculated
weightings are entered in the appropriate box corresponding to the option’s
performance against a particular objective measure.

The process of option evaluation must be conducted with reference to subsequent

implementation. A forward loop is incorporated within the model to emphasize the
importance of this factor. This can be formally addressed by ensuring that
implementation objectives are built into the original objectives tree, thus resulting in
the production of at least subjective measures of success relating to implementation
issues.
The Stages of ISM – Evaluation Phase
Stage 7: Development of Implementation Strategies

In this stage, all those affected will recognize the full impact of the change. Only now
will the problem owner discover the extent to which a shared perception was
reached. In problems with truly ‘hard’ systems there will be little or no resistance. The
physical change will go ahead, but as one gravitates towards the ‘softer’ end of the
change continuum the risk of latent resistance is always a worrying factor.
The Stages of ISM – Evaluation Phase
Stage 7: Development of Implementation Strategies

To ensure the successful implementation of change via ISM the following key success
factors must be adhered to:

 The foundation of effective change management lies in a comprehensive definition

of the change situation: ‘act in haste and repent at leisure’.

 Participation of those likely to be affected is crucial.

 Change calls upon a wide range of competencies to be employed. A team-based

approach is likely to produce best results, assuming it is ‘facilitated’ by a skilled
exponent of change.

 Visible and tangible senior management support is essential.

The Stages of ISM – Evaluation Phase
Stage 7: Development of Implementation Strategies

 An open mind must be kept, effective communication striven for and the change
must be ‘marketed’.

 Sensitivity and understanding should be displayed when dealing with those who
may feel threatened by the change.

 Failure to provide the resources, development and training required to handle the
change will be disastrous. Prepare staff to cope.

 Organizational structures and forward looking strategies which welcome change

and see it as an opportunity will greatly enhance the environment for change and
thus ease the change agent’s task.
The Stages of ISM – Evaluation Phase
Stage 8: Consolidation
Armed with an implementation strategy designed to maximize the probability of
success and acceptance, the agents introduce the change, but we have not yet
finished. Old systems and practices just like old habits, die hard. It takes time for a new
system or change to be fully accepted. Skillful communication, visual support from
above and provision of adequate support to those affected, are required throughout
this stage.

Initial changes must be followed up, and both protection and enforcement of the new
system will be required. It is up to the problem owners, the agents of the change, to
nurture the growth of the new, while encouraging the peaceful demise of the old.
Implementation is not the end of the process.
Managing the Future
Managers, organizations and the societies they serve would be naive, even fatalistic, if
they failed to realize the necessity of planning for the future. Planning for planning’s
sake must be avoided.

Plans must be flexible and in tune with the environment in which they are to be
implemented. Operating environments, in the broadest sense of the term, need to be
understood and managerial actions reflect their complexities and intentions.

There is no evidence to suggest that the rate and the nature of change are likely to
alter dramatically. Technologies, industries and societies will continue to converge.
Organizations will continue to seek strategic alliances and maximize the benefits
associated with a well-managed supply chain. Managers and employees will be judged,
as they are now, on their ability to cope with and manage change. Adaptability,
continuous improvement, life long learning and sustaining competitive advantage
remain the watchwords.
Managing the Future
Corporate winners, whether public or private enterprises, will have fostered and
maintained a desire to succeed through progressive, dynamic and challenging
initiatives. Strategies and cultures that welcome, address and imaginatively manage
change will continue to triumph.
 Unit – 3
Intervention Strategies
A Presentation by Atul Chanodkar