Change management process content is drawn from sociology, psychology, business administration, systems engineering, economics, industrial engineering and study of human and organisational behaviour. The changing process is called "unfreezing, changing and defreezing" based on http://home.att.net/nickols/change.htm
Oticon has employed models like 'Problem solving and problem finding' depending on the principle that change management, always mirrors the managing mindset and in this case, it was the mindset of only one person, Kolind. He has drawn from all skills, including political, analytical, people, business and system skills. There are four basic Change Management strategies (given below) regularly employed in a situation like Oticon, and it shows the capability of Kolind that he could use all of them with complete success:
4. Environmental - adaptive and this reiterates that people are environmentally adaptive to new situations, however distasteful they might look at first glance, people would go to a great extent to adapt themselves to new situations, which brings us to memories of evolution theory, where Darwin said adaptation to new situation is the key of human existence on earth and it all goes to prove the immense adaptation power inherent in humans.
Kolind adapted Professor Albert Mehrabian's Communication Model that argues for face-to-face conversation. According to this Model, there is no better way of getting substantial change introduced into a company other than actually talking and discussing, valuing, assessing the situation with the employees and superiors or managers. Kolind has reduced all paper work, introduced stand coffee bars where staff could any time assemble and discuss matters and on the whole, encouraged discussions and more discussions in Oticon. Looking at the results, it is definite that this model has paid off by creating immense profit, 100% turnover and as many as fifteen discoveries and innovations.
Another model that has inspired the revolution in Oticon is Ken Blanchard's Gung Ho model. Gung Ho mainly talks about inspiring and motivating employees at all levels and taking them with the fast evolving organisation. Kolind had not left a single employee behind. He has cajoled them, lulled, encouraged and even threatened them to fall into line with him in broadening the horizons of the company and obviously he had been