In undertaking any change project in an organization it is imperative that business executive understand that properly tailored coordinates and strategically sound routes are paramount to the success of the project from its planning phase to its execution phase. Linda Ackerman Anderson and Dean Anderson have formulated the nine-phase change model that when implemented properly is a powerful tool in helping organizations better tailor their change strategic plans to be in line with the organization’s influential areas of change; change needs, employees’ needs, and the desired outcome.
The Nine-phase Change Process Model
The Andersons’ model of change is called the nine-phase change process model, this change model is general enough to fit any organizational structure and size and specific enough to organize its nine phases into a logistical flow that makes for better adaptation. The phases of the nine-phase model are 1. preparing to lead the change, 2. creating organizational vision commitment and capacity, 3. assessing the situation to determine design requirement, 4. designing the desired state, 5. analyzing the impact, 6. planning and organizing for implementation of the change, 7. implementing the change, 8. celebrating and integrating the new state, and 9. learning correcting the course. It is non-invasive and since it doesn’t confine the change agent to adhering to stringent restrictions, rather, it provides a workable method for organizations to align their mission of where they currently are to their vision of where they want to be and provide guidance on how to attain those visions with as little resistance as possible, bettering the chance of success.
Personal Change Plan
The Andersons’ nine-phase change process model closely resembles my personal model of change. A general explanation of my change model is that it includes an investigation of an organization’s stated and implied vision, mission,