1. CHANGE AT WORK:
A COMPREHENSIVE MANAGEMENT
PROCESS FOR TRANSFORMING
ORGANIZATIONS
OSCAR MINK, PIETER ESTERHUYSEN, BARBARA MINK , AND KEITH OWEN

2. The Total Transformation Management Process (TTMP)
 Successful change efforts must incorporate two concepts (often overlooked) that anchor
each end of the process: work on the entire system, and pay special attention to the
human side
TOTAL TRANSFORMATION MANAGEMENT PROCESS
Comprehensive nature of Process by which Refers to guidance, not Refers to step-by-step
the model and its organizations examine what control. If an organization is to action. The process
application as a they were, what they are, implement change begins at a certain point,
integrated process for what they will need to be, successfully, it must manage and stops only after
managing both large-and and how to make the a balance between change completion, then repeats
small-scale change. necessary changes. and continuity. itself all over again.

3. Overview of the TTMP
Monitor with Action Research
The TTMP integrates six major models into
Form TLT and ARTs one practical model:
Evaluate the need
for change 1. The Open Organization Model (Mink,
Shultz, and Mink, 1979)
Describe the future state Transition Describe the present state
2. The Concerns-Based Adoption
Assess the present Model(Hall, Wallace, and Dossett, 1973)
in terms of the future
3. The Group Development Model (Mink,
Plan for the change Mink, and Owen, 1987)
Intervene at three levels: 4. The Linking Pin Model (Likert, 1961)
Individual, Group, &
Organization
5. The Organizational Transition Model:
Manage the transition
(Beckhard and Harris, 1987)
Stabilize the change 6. The Action Research Model (Argyris and
Schon, 1974)
Total Transformation Management Process

4. 1. The Open Organization Model
This model describes the interrelationships
between individuals, groups, and organizations
by investigating three characteristics:
1. Unity: refers to integrated wholeness or
coherence, which enables adaptability
2. Internal responsiveness: refers to openness
and interchange within the system
3. External responsiveness refers to openness
and interchange with the environment
INTERVENTION

5. 2. The Concerns-Based Adoption Model (CBAM)
CBAM has four sub-models:
1. Stages of Concern deals with feelings of
individuals involved in change
2. Levels of Use describes how individuals
interact with a new program
3. Innovation Configurations are the
adaptations made in the program itself
4. Intervening (game plan) is the overall design
for change efforts
INTERVENTION (Individual)

6. 3. The Group Development Model
This model describes a five-step process by which a
high level of effectiveness can be created and
nurtured. The steps include:
1. Developing Trust
2. Recognizing and accepting individual differences
3. Giving and receiving feedback
4. Solving problems
5. Letting go of the past
INTERVENTION (Group)

7. 4. The Linking Pin Model
Successful managers form a link between two
groups:
1. Those they supervise
2. Those to whom they report
The work of organizations is accomplished by
interlocking groups, connected by those “linking”
individuals.
INTERVENTION (Organization)

8. 5. The Organizational
Transition Model
Richard Beckhard and Reuben Harris discuss the
dilemma of achieving a change while maintaining
adequate stability to continue operations. This involves
developing appropriate strategies and systems for
managing transition between the present and future
states. Their model addresses five major phases in the
change process:
1. Evaluating the need for change
2. Defining the desire future state
3. Describing the present state
4. Getting from the present to future
5. Managing the transition
TRANSITION

9. 6. The Action Research Model
When implementing change we get caught up with
single loop – i.e. Plan – Do.
The Double loop or reflective Plan-Do-Check-Act
(PDCA) model should not be overlooked.
The ongoing process of action research is represented
in the TTMP by the outer ring that surrounds all other
steps of the process.
The inward pointing arrows in the TTMP model
represent the interaction, reflection, and evaluation that
take place every step along the way.