This chapter considers change from three distinct perspectives: management of change, change management (i.e. control) and transition, as a specific example of change.
Producing a workable plan for change is no ten-minute task; it is the result of careful thinking that has clear objectives, which can be measured.
The following points, among many others, are covered in the chapter.
- Change is a constant feature of facility management and the extent to which it can be effectively controlled is a critical success factor.
- Change is normal, but its consequences can be abnormal for personnel and others affected by it.
- Management of change and change management are often used interchangeably, with the literature divided almost equally on which applies to organizational change.
- Management of change is largely a dynamic process in an organizational sense and is likely to involve iteration and/or reworking; moreover, it requires change leadership.
- A recognized methodology exists for guiding an organization towards implementing a process of managed change that is sensitive to the needs of personnel.
- Change management is, in contrast, mostly concerned with ensuring that a plan for change is implemented to meet objectives; it is invariably a project-based approach.
- Project management will have to be applied and so facility managers and/or change managers require the requisite competence and skills.
- Consultation with all stakeholders during any process of change is essential; otherwise, just one disaffected group could ruin the chance of success.
- Transition is a typical example of change in the context of facility management and is associated with procurement; it covers change in the mode of service delivery from in-house provision to outsourcing and the reverse, as well as changes in outsourcing.