Change Model 2

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Knoster’s Model:
Knoster has identified several conditions for the successful implementation of change. He looked at existing change models and developed them to create a straightforward tool to enable change in schools. Knoster’s model, Managing Complex Change, involves six key components: vision, consensus, skills, incentives, resources and action plan. When these components are built into the change process, you are more likely to be successful, according to Knoster. However, if one or more of these components are missing, then the change may stall or not take place at all. Knoster’s model identifies the undesired consequence for each of the components if not followed properly. (Knoster in Mallon, 2010.)
Vision
         The first component, vision, is where the big picture is created so that everyone in the organisation has a sense of where the change is leading. Without this key component, Knoster suggests that confusion is created due to the lack of direction. (Knoster in Mallon, 2010.)
Consensus
         Consensus is where a shared understanding and agreement of the ideas, values and purpose of the change takes place. This needs to be done collaboratively and within a supportive environment. Without this key component the result could be sabotage. People within the organisation who are reluctant or uncertain about the change can actively work against the people who have bought-in to the change. This can create negativity within the organisation and ultimately prevent action. (Knoster in Mallon, 2010.)
Skills
The third component, skills, is where the knowledge and expertise required for the change are identified in order to move forward. One of the key ways to support people with change, is to make sure that they have the skills that are necessary to undertake their work under the new conditions. Providing training in the required new skills is one way to address resistance to change, because without the necessary skills, anxiety can occur.
Incentives
Incentives is the fourth key component. Without incentives, Knoster claims you are likely to end up with reluctance. Incentives can be either intrinsic or extrinsic. If people see benefits such as intellectual excitement, opportunities for collaboration, payments or a sense of achievement, then they are more likely to buy in to the initiative. (Knoster in Mallon, 2010.)
Resources
The fifth component, resources, can include tools, money, time, information, and the people required to accomplish a goal. If teams don’t have the necessary resources they may become frustrated. (Knoster in Mallon, 2010.)
Action Plan
         The sixth and final component in Knoster’s model is action plan. This is where each stage or step is worked out into specific, achievable goals and objectives. It is important to specify in the plan how the goals are to be reached, communicate who is responsible and agree the desired results. Atkinson (2015) makes it clear that a timeline for achieving the goals is crucial. The undesired result of not having a well thought-out action plan is what Knoster refers to as, false starts. People will begin the process of change but then lose direction, causing the change to lose momentum. (Knoster in Mallon, 2010.)



 CHANGE MODEL 3

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