3.3.6 - Managing change

Analyse organisational culture as a key factor in change.

Use a - organisational culture and change to connect the rule to the data and decision in the question.

This matters because a - organisational culture and change determines what can be inferred or chosen; begin with the stated conditions and keep the conclusion tied to the evidence.

Example: apply a - organisational culture and change to one small, clearly defined case, show the key step or comparison, and explain the result in words.

Boundary: a - Organisational culture and change is not a universal recommendation. Check the syllabus scope, assumptions, units and the limits of the evidence before generalising.

Analyse organisation size as a key factor in change.

Use b - organisation size and change to connect the rule to the data and decision in the question.

This matters because b - organisation size and change determines what can be inferred or chosen; begin with the stated conditions and keep the conclusion tied to the evidence.

Example: apply b - organisation size and change to one small, clearly defined case, show the key step or comparison, and explain the result in words.

Boundary: b - Organisation size and change is not a universal recommendation. Check the syllabus scope, assumptions, units and the limits of the evidence before generalising.

Analyse time and speed of change.

Use c - speed of change to connect the rule to the data and decision in the question.

This matters because c - speed of change determines what can be inferred or chosen; begin with the stated conditions and keep the conclusion tied to the evidence.

Example: apply c - speed of change to one small, clearly defined case, show the key step or comparison, and explain the result in words.

Boundary: c - Speed of change is not a universal recommendation. Check the syllabus scope, assumptions, units and the limits of the evidence before generalising.

Evaluate managing resistance to change.

Use d - resistance to change to connect the rule to the data and decision in the question.

This matters because d - resistance to change determines what can be inferred or chosen; begin with the stated conditions and keep the conclusion tied to the evidence.

Example: apply d - resistance to change to one small, clearly defined case, show the key step or comparison, and explain the result in words.

Boundary: d - Resistance to change is not a universal recommendation. Check the syllabus scope, assumptions, units and the limits of the evidence before generalising.

Explain transformative leadership in managing change.

Use e - transformative leadership to connect the rule to the data and decision in the question.

This matters because e - transformative leadership determines what can be inferred or chosen; begin with the stated conditions and keep the conclusion tied to the evidence.

Example: apply e - transformative leadership to one small, clearly defined case, show the key step or comparison, and explain the result in words.

Boundary: e - Transformative leadership is not a universal recommendation. Check the syllabus scope, assumptions, units and the limits of the evidence before generalising.

Identify key risks through risk assessment, including natural disasters, IT systems failure and loss of key staff.

Use a - risk assessment to connect the rule to the data and decision in the question.

This matters because a - risk assessment determines what can be inferred or chosen; begin with the stated conditions and keep the conclusion tied to the evidence.

Example: apply a - risk assessment to one small, clearly defined case, show the key step or comparison, and explain the result in words.

Boundary: a - Risk assessment is not a universal recommendation. Check the syllabus scope, assumptions, units and the limits of the evidence before generalising.

Plan risk mitigation through business continuity and succession planning.

Use b - risk mitigation planning to connect the rule to the data and decision in the question.

This matters because b - risk mitigation planning determines what can be inferred or chosen; begin with the stated conditions and keep the conclusion tied to the evidence.

Example: apply b - risk mitigation planning to one small, clearly defined case, show the key step or comparison, and explain the result in words.

Boundary: b - Risk mitigation planning is not a universal recommendation. Check the syllabus scope, assumptions, units and the limits of the evidence before generalising.