Change Management
How organisations move from current to intended states: change models, resistance and readiness, communication, participation, transition psychology and the conditions under which change embeds rather than reverts.
Every workplace strategy is a change programme wearing a spatial costume: new settings assume new behaviours, sharing models assume relinquished territory, presence logic assumes revised habits. The behavioural assumptions registered in Workshop IV are change management's delivery obligations — and the evidence is consistent that participation during the process (the community group, co-creation) outperforms communication after the decision.
- What behavioural distance does this concept require the organisation to travel?
- Where will resistance concentrate, and what is it protecting?
- Which changes need participation, which need communication, which need time?
- How does change embed rather than revert after project demobilisation?
- Change management research (participation effects, readiness, transition models — read critically; the practitioner literature outruns its evidence)
- The methodology's own change infrastructure: community group records, sentiment maps, behavioural assumption registers
- Post-change behavioural evidence: which assumed behaviours landed
- Resistance patterns from previous organisational changes
Change scoped from the behavioural assumption register, not from a generic curve; participation designed into the methodology itself (the community group is change infrastructure); change intensity priced into trade-offs — the ratio step and the culture distance have change costs; change capability sustained into Recalibrate, because norms decay after project teams leave.
Establish a Community Group
Build a representative employee group that grounds the strategy in daily work reality and carries change into the organisation.
Spatial and Cultural Needs
The explicit pairing of spatial requirements with the cultural conditions they depend on — establishing which needs are spatial, which are cultural, and which are both.
Workshop IV — Workplace Concept
The resolution of the leading direction into the confirmed workplace concept — coherent, evidenced, decided, and formally owned.
Workplace Behaviour Review
The periodic qualitative review of how people actually behave in the workplace — the norms, adaptations and workarounds that quantitative streams register but cannot explain.
Change as communications: posters, town halls and moving guides deployed against behavioural change that needed participation, leadership modelling and time. The parallel misuse is the change-curve industry — stage models presented as science when their evidence base is thin to absent.
Which change interventions actually move workplace behaviour — as opposed to which are conventionally deployed — is surprisingly under-evidenced; the field runs on practitioner conviction more than controlled comparison.