**Answer all sub-questions, thank you**

QUESTION ONE : read the article and answer the following questions

1.1) Identify and discuss the sub-system where change management is occurring and explain the sub-system

1.2) Identify and discuss the sub-system interventions required with examples

1.3) Discuss why change is occurring

Have We Been Doing Change Management Wrong All Along?

The process of change management refers to the systematic approach that is used to deal with a digital transformation or transition of the goals, technologies or processes of a business or organization. While there are many iterations of the strategies used to affect change within a business, it is time to take a step back and reevaluate the common practices of change management in order to see if we have perhaps been doing it wrong all along. The vast changes that have occurred over the last six months of 2020 have forced many business leaders to reevaluate many assumptions that have been long held. Remote and distributed workers have proven that they can be trusted to be as productive and efficient as they were while working in the pre-COVID work environment. Collaboration tools, videoconferencing and project management techniques have been tested, altered and positively impacted. Most industries have had to adapt to these changes or cease to do business in light of lockdowns, school closings and social distancing efforts. Even the medical field has adjusted to the crisis and is using remote videoconferencing for visits with their patients. What changes could or should occur in the field of change management? Benjamin Granger, senior principal at Qualtric's XM Institute, said the changes that have occurred in response to the COVID crisis have forced businesses to rethink the way business is done. "Simply put, the same policies, procedures, technology that we used to use in 2019 can be perceived very differently in 2020 based on the extreme experiences employees went through over the last few months."

The Times They Are a Changing Essentially, we learned through experience that when pressed, employees are adaptable and capable of using new tools, methodologies and processes in a relatively short period of time. Businesses have had to rapidly adapt and re-invent themselves in light of the COVID-19 crisis. Digital transformation has never been more important, and businesses have been pressed to go from having a fully in-house workforce to having a fully remote workforce in a two week period. Though the process was painful for many leaders as well as employees, it enabled businesses to survive, when they would otherwise have had to close down, and not surprisingly, many businesses actually thrived. The changes that have occurred are not going away any time soon. According to a Gallup poll taken in May of 2020, 52% of managers will continue to allow employees to work remotely once the crisis is over. Jennifer L'Estrange, a leader in the field of change management, and managing director of Red Clover, believes that the recent crisis has revealed many errors in the change management process."I don't think we've been doing it wrong all these years, but I do think that COVID has challenged (or even obliterated) some of the long-held assumptions around what we can and cannot do with business process transformation and change management. And, as a result of what we've learned during the pandemic, we now have an opportunity to look at transformation through a different lens," she said. L'Estrange recognizes that people are generally not happy with change, but suggested that "If COVID has achieved one positive thing, it has lowered our collective resistance to change. Necessity is the mother of invention, and throwing a global population into lockdown over the course of a few weeks has proven that, if we clearly demonstrate a need for change and its urgency, anything is possible. Work practices that were previously in person only (court hearings, standardized testing, psychotherapy, employee terminations, public schooling, open houses, to name a few) have moved online, forever changing our perception of what is possible and resetting our expectations of what is probable going forward." L'Estrange isn't alone in thinking that the crisis has affected the way we look at change management. Karen Thomas-Bland, founder of Intelligent Transformation and partner level management consultant, said, "The assumptions that supported years of stable, predictable growth are no longer likely to be valid. What is clear is there is no return to 'normal.' Markets, strategies, customers, suppliers, technologies, processes and people all need to be re-evaluated in the new world and the way we transform and change businesses in the future needs to evolve to reflect this. In a world of unprecedented disruption and market turbulence, transformation revolves around the need to generate new value, to unlock new opportunities, to drive new growth and to deliver new efficiencies, but in doing this to be purposeful, bold, human and courageous in the approach to change." Keith Kitani, CEO of change communications platform GuideSpark, shared what he sees as the current state of change management. "Leaders are at a critical crossroads in pivoting their change management strategies to succeed in this new environment," he said. "We've seen COVID-19 drastically accelerate digital transformation, with a massive shift to remote operations practically overnight. And now that companies have gone fully digital, employees will expect this as the new norm. Business objectives will need to keep up the pace, and as our reliance on digital communication continues to grow, cutting through the noise will only get more challenging (Source: https://www.cmswire.com/leadership/have-we-been-doing-change-management-wrong-allalong/.") Question: The discussion in the article centres around change management that occurs in one particular subsystem in the organisation. Summarise the subsystem and the interventions referred to and evaluate why change is (in the current context) widespread within this subsystem.