It must however, be kept in mind that the model only opens up speculation not facts hence the need for further research. Furthermore the underlying theoretical considerations generate various strategic possibilities and the research needs not only to identify the current status (i.e. position within the model) but also needs to validate such positioning with information relating to the degree or rate of change in progress. The application of the model thus informs the questionnaire re the need for specific questions relating to current status and change considerations.
In short if the research results suggest the organisation is in stage 3/4 then to successfully achieve a turnaround strategy a quantum strategic change (paradigm shift) is required. However, if the results further suggest that the organisation is using phase 1 tactics i.e incremental change, then a conclusion would be that a potential crises is at hand unless a radical change or repositioning is initiated.
As has been suggested above the business response for each of these phases requires a different level of change management intervention, thus a considered opinion as to which phase is applicable is important. The considerations identified in this analysis now flows through to the development of the questionnaire (See also matrix application covered in a subsequent article in this series).
Questions that need regarding the change management programme will include questions such as the depth and extent of the envisaged change (e.g. has there been a full strategic assessment of the level of change needed, has the full impact of the change been considered, has consideration been given to the need for a paradigm shift.
The interrogation of the research problem (or a part of the research problem) though the exploitation of a management model thus unravels the underlying complexity and opens up the development of the data collection instrument through the understanding of that complexity. Obviously other issues can also be generated by a more in depth interrogation of the dynamics within the model. An interrogating question would be; what level of change is required if the organisation was to find itself at stage 3/4?
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