Issues Being Faced by Modern Construction - Essay Example

?Assessment Details: Select an Innovation and discuss how you would manage the development of this within a particular organization setting, relevantto yourself, relating this to the theories of innovation and change. You should conclude by presenting how you personally would cope with this change. You should consider the whole process of change, including the environmental (wider system) and organisational contexts, the awareness and understanding of the pre-existing situation, the discovery or creation and development of the idea, the development of acceptance by key players and the implementation of the change. You will need to recognize and reflect on both the management and the various “people” and stakeholder issues involved. You may consider product, system, procedural, structural or relationship innovations with progressive or step change. Assessment Criteria: Research, investigation and description of the innovation 20% Understanding and application of theory, and models. 15% Critical analysis of the particular situation selected. 35% Personal statement about coping with change 10% Flow of academic argument responding to the question. 20% Word Count 4000 words + / - 10% CONTENTS INTRODUCTION TO THE PROBLEM…………………………………………………………………………….. 03 NEED FOR CHANGE………………………………………………………………………………………….. 03 INTRODUCTION TO CONSTRUCTION INDUSTRY……………………………………………….. 03 THE CAUSE OF CONCERN………………………………………………………………………………….. 04 DISCUSSION……………………………………………….………………………………………………………………… 05 ECO-INNOVATION…………………………………………………………………………………………….. 05 COMPUTERISED MOISTURE MODELLING SOFTWARE- CMMS ………………………….. 05 MANAGING CHANGE……………………………………………………….………………………………. 06 LEWIN’S MODEL……………………………………………………………………………………………….. 06 THE MODEL APPLIED FOR CMMS……………………………………………………………………… 07 THE IMPLEMENTATION OF CHANGE…………………………………………………………………. 10 CRITICAL ANALYSIS OF THE PARTICULAR SITUATIONS……………………………….………………….12 CONCLUSION………………………………………………………………………………………………………………. 14 REFERENCES………………………………………………………………………………………………………………... 15 INTRODUCTION to the Problem Two of the central issues being faced by modern construction and engineering organisations are eco-innovation and change management as the industry is continuing to shift cultural and move towards wider operationally excellent business models. The recent economic conditions have compounded the pressure. Coupled with this regulatory pressure from government and the consolidation of sub contractors, the climate has inevitably led to much stiffer competition. Within this novel sphere, many organisations are struggling to manage the costs and differentiate themselves from the competition. NEED FOR CHANGE Change is defined by Macmillan (2007, p.237) as “a situation in which something becomes different or you make something different.” Change occurs in any business on a daily basis, but often a time comes when a planned change is needed to cope with shifts in the industry. Planned organisational change occurs when a company is making a transition from its current state to a desired future state. Managing the organisational change can be characterised as the process of planning and then implementing change in organisations in a way as to minimise the employee resistance and resulting cost to the organisation while side by side maximising the effectiveness of the innovation effort. Today's the business environment requires all companies to undergo changes almost more often if they wish to remain competitive. Some of the factors that are demanding change, such as the globalisation of markets and the rapidly evolving technology, force businesses to respond if they wish to survive. Such changes or innovation might be relatively minor, for instance in the case of installing a new software program. However at times must be on an integrally major level as in the case of refocusing a complete marketing strategy, transforming a company in face of continual foreign competition or fighting off a hostile takeover. INTRODUCTION TO CONSTRUCTION INDUSTRY Construction Industry is one of the most booming industries worldwide. The construction industry is encompasses the building and development of erected structures created to be used for human operations and existence through separating the natural world from the human environment. This industry is usually categorised into three basic categories: (1) Construction of any Building; (2) Construction of Heavy / civil buildings; and (3) Construction of Industrial buildings (London 2007). All three types of construction projects require unique teams to plan, design, and construct as well as maintain the project. At times the construction industry has to bear heavy maintenance costs resulting in losses for a business. It is important that that business properly plan activities and utilise such measures that counter the ever increasing maintenance costs. Mostly, the maintenance occurs after construction and therefore the future cost is not easily predicted. One example of a harmful effect is a positive NPV project which results in a negative. THE CAUSE OF CONCERN Construction Industry has been environmentally problematic for many years The world’s ecology is changing rapidly with an ever- increasing human population. Our basic needs including food, clothing and even shelter are provided through the processes of the planet’s limited resources, namely the water, grain and the minerals. The CO2 emission due to industrialisation keeps accumulating within our atmosphere. The vegetation such as trees and various types of plants form air cleansing tools for the planet and are gradually losing effectiveness due to land development and the destruction of resources. The growing human needs of industrialisation and even land clearance results in a rapid extinction of the planet’s plants and vegetation. Some of the contributing factors for destruction of the environment is the excessive dependency on timber and the land required for an ever-increasing building construction activity. This loss of vegetation therefore greatly affects the quality of the air one is breathing and hence the overall health of humanity (Boyd and Chinyio 2006). Urbanisation is replacing the traditional vegetation with roofing and even the hardstand areas that causes ‘flash’ flooding. As a result, our already limited fresh water supply is reaching an alarming scarce level with the increasing demands for industry, agriculture and basic human needs. These energy crisis issues are even exacerbated by further burning of fossil fuels. However, there is virtually no adequacy of alternative energy sources to replace these fossil fuels combustion. Therefore it is essential for the construction industry to minimise the human expansion impact on the overall environment by increasing the usage of different environmentally friendly alternatives, which include energy sources, the use of long lasting building materials, enforce new ways for water sources/usage, encourage recyclability, and implement urban planning for consolidation which embrace true eco innovation principles. DISCUSSION ECO-INNOVATION To tackle the ever-increasing carbon footprint and energy emissions that are destroying much of the natural world, the construction industry requires a suitable ‘Eco-Innovation’. An innovation is any term that refers to the description of products and processes that will contribute to sustainable development. Eco-innovation is actually the commercial application of knowledge towards the direct or the indirect result of ecological improvements. The ‘Eco-Innovation’ is often used for a range of related outcomes, from environmentally friendly technological advances to any socially acceptable innovative means towards achieving the green side goal of sustainability. The idea of eco innovation is considerably recent. In a conference held in Copenhagen (2005), the ecological and environmental topic of eco innovation, potentials and challenges of tomorrow's technologies, were raised and explored. A new definition was given for the reference of processes and products that provide customer and business value along with the decrease in environmental impacts” (European Environment Agency, 2005). In construction industry, the ‘Eco-innovation’ is closely link to variety of related terms. It can even be used interchangeably with the ‘environmental innovation’, and often with environmental technology, eco efficiency, eco design, environmental or sustainable design, or sustainable innovation. In discussing these terms, it is important to focus in on the issues that are most important in creating a better environmental policy towards sustainability and green technologies. It is the issues, not the terms that provide the context for the importance of addressing the concerns of modern life where conservation and protection are concerned. The industry needs to apply procedures to go green and would therefore require reducing its carbon emissions and making energy efficient improvement in home constructed (Sustainable Times, 2011). With the move towards highly airtight and insulated buildings, the trapped moisture is likely to be big issue in the building health and performance over the next few years while sustaining the use of efficient and innovative energy solutions. COMPUTERIZED MOISTURE MODELLING SOFTWARE - CMMS The Computerized Moisture Modelling Software (CMMS) is an example of one way in which environmentally responsible construction policies can be implemented to address issues that might arise in the construction phase of development that are in conflict with green goals and mandates. CMMS would assist the improvement of the sustainable building competency that construction industry holds. This program enables determination of the most suitable building products for different buildings. It chooses products on the basis of a building’s individual location, its orientation, and local climate. This software can be used to carry out the necessary calculations and also assess heat and moisture transporting within the multiple layers of construction building when exposed to the seasonal local weather conditions, along with the effects of these processes on the building’s performance (Carroon 2010). This type of information is essential in managing the needs of a construction for moisture problems associated with insulation and the efficiency of energy usage within the build. The segregated properties of each material in the building are to be accounted for separately. CMMS therefore is able to identify which building systems are robust and those that fail in different locations or / add in different applications. This is specifically essential for timber frame buildings and also for the internal insulation in places where the risks of trapped moistures are greatest (Trechsel 2001). Any kind of modelling can be only as good as the user, so therefore CMMS staff has to be extensively trained through training workshops or the Institute. Of course, just as essential is the practical knowledge of buildings along with the materials in use. As a consequence, CMMS modelled by construction industry can be used with full confidence to assess what works well and what doesn’t in terms of moisture variation. MANAGING CHANGE In order to change the nature of building towards the use of the CMMS applications as they can assist in lowering the incidents of moisture control, organisational change management theories must be put into place and utilized to make a smooth transition. Change is a usual thread that runs through all of the businesses and industries regardless of their sizes and ages. Our world is changing with speed and, as such organisations must change in order to adapt with changing environment, quickly too (Mindtools, 2010). It has been seen in the success of organisations that can handle the change well, whilst those that cannot would have to struggle to survive. Norris’s (2004) article indicated that disconnecting oneself from change does not re-experience the past, but rather it loses the future. The concept of ‘change management’ can be seen as a familiar aspect in most businesses today. Nevertheless, how businesses manage change and how successful they are at it might vary enormously depending on the very nature of the business, change and people involved. The important part of this is also reliant on how far those involve in change and understand the change process. The focus is then providing tools for change to help carry out the process of change (Shaw, 2001). In approaching a change such as implementing the use of CMMS, the organisation will see ripples of effects throughout the system of management of the projects that are being worked on by the company. In implementing any change within an organisation, it is essential to create a plan in which the types of changes that will be experienced by various aspects of the project can be addressed (Paton and McCalman 2000). In the case of the use of CMMS, the business will see changes in everything from the design aspect to the purchase of materials. The use of each individual material as suggested by the software might also create a change in the way in which the builders construct a building, thus creating a need for management to be involved in providing guidance for those changes. LEWIN’S MODEL The Kurt Lewin’s model from the 1950s is carried forward is still a valuable tool in change management in contemporary frameworks. Lewin’s Model is considered as a valued theory as applied to the construction industry. As illustrated in Figure 1, the model refers to the change in terms of ice. Lewin, as a physicist and a social scientist, explained that the organisational change uses the likeness of changing the shape of the block of ice. If one has a large cube of ice, but realises what one wants is a cone of ice, what would they do? First they would melt the ice to make it amenable to change (unfreeze). Then they must form the iced water into the cone shape that is desired (change). Finally, they must solidify it to new shape (refreeze). Figure 1: Lewin’s Model- the change in term of ‘ice’ (Brigdes 2009) It can be said that any organisation can prepare themselves for such transition through the planning and managing of each of these elements lf change. The model involving three-stage process of change: Unfreeze-Change-Refreeze can be seen from Figure 2. To begin any sort of successful change process, the organisation must understand why such change should take place. As Lewin put it, “Motivation for any alteration should be there before such alteration really occurs. One must be helped to re examine many of the cherished assumptions about their selves and one's relations to others.” This is termed competently as the unfreezing process from which the resulting industrial change would naturally start (Brigdes 2009). Figure 2: the three-stage process of change (Brigdes 2009) THE MODEL APPLIED FOR CMMS Unfreeze In the Unfreeze process, construction industry would need to make the organisation and its people feel that the change is essential preparing everyone to accept the change. This involves breaking down the existing status quo before building up a new way of operating. The unfreezing process is central to developing a compelling message to prove why the existing way of operating in the construction industry cannot continue. This can be easiest to frame when one can points to declining sales figures, the poor financial results due to less environment accountability, disturbing customer satisfaction surveys, and other elements of the industry in which dissatisfaction is becoming more clearly expressed. This provides evidence that the industry must change to be modernly relevant. To prepare this organisational phase successfully, management needs to start at its core they need to challenge the values, attitudes, beliefs, and behaviours that currently exists (Brigdes 2009). In order to install CMMS system, it is important that there exist acceptance for changing existing functions that are relevant to choosing building materials because unless this is done, the successfulness of whole process of change might be at risk. This first part of the organisational change process is generally the most stressful and difficult. If management starts cutting down the ‘way things are done’, they put everything and everyone off balance. One may evoke strong reactions in people which might not be what is exactly needed to be done (Anderson and Ackerman-Anderson 2010). If the management of the construction industry forces itself to re-examine its core policies and management structures for projects, they effectively create a (controlled) crisis, which would in turn build a strong motivation seeking out a new equilibrium (Paton and McCallum 2000). Without this motivation, the management won’t get the buy in and participation required necessary to effect any meaningful change. Change After uncertainty is created in the unfreeze stage, the next step is the change stage where people begin to resolve any uncertainty and look for new ways to get things done. People would generally start to accept change in the case of CMMS and start to believe or act in ways that support this new direction. This transition from unfreeze to change stage does not happen overnight. People need time to embrace this new direction and will need that time to willingly participate proactively in the change process. Understanding comprehensive issues of personal transitions in the changing environment is good for understanding the specific aspects of how change will affect the individuals involved and will provide more detail in implementing change. One of the first ways in which to prepare the company for the unfreezing mode is to provide the employees with reasons in which to see the new software as an advantage over the current system. As well, training the employees before the change can provide a modicum of security in regard to the ease with which the transition will take place. In training them before the change, they can use CMMS at its full potential, appreciating its advantages in material determination rather than being frustrated with software that is awkward and uncomfortable, negating the advantages. In order for making a change acceptable more successful, people such as workers, customers, management and stakeholders should be involved in the change. In addition, they need the insight into how such changes benefit them. Not everyone will fall in line just because the change is necessary, but they should be convinced that they should accept it. This is a very big assumption and pitfalls in the process need to be identified and avoided. Unfortunately, there will be some who will genuinely be harmed by change, specifically those who are currently benefitting strongly from the status quo. Moreover, there would be others who might take a long time to recognise benefits that change brings. Management at the construction industry needs to foresee and manage these situations through a defined plan that identifies all stakeholders and their role in the impending change (Hughes 2006). Communication and time are the two keys for successful imposition of change. Those whom change effects need time to understand such changes and also need to feel fully connected to the organisation during the absolute transition period. When one is managing change, this could require a great deal of effort, time and hands on management can be utilised as generally the best approach. Refreeze The next step is the refreeze process. This occurs after the changes have taken shape and people have embraced the new methods of working. This indicates the organisation is ready to refreeze. The evident signs of the refreeze are: consistent job descriptions, stable organization chart, and an overall re-stabilisation of the company environment. The refreeze stage needs the time for the organisation and the people to internalise or institutionalise such changes. This means just making sure that evident change is used all the time to remain competitive; and that such is incorporated into everyday business. With a new feeling of stability, employees will feel more confident and comfortable with the new methods of working. The rationale behind creation of a new sense of stability in the ever changing world is generally questioned. Even though change is usual or constant in many organisations, this refreezing stage can said to hold the importance of all the phases of the change process. Without this, employees would get caught in any transition trap where they would not be sure of how things could be done, which means that nothing is ever done to its full capacity (Hughes 2006). If this step of a new frozen state appears missing, then it would be very difficult to accept the next change initiative effectively. If a change is not effective because it has not been embraced, then subsequent changes will also have no value and the quality of the work will suffer, diminishing the effectiveness of the business model. As part of this Refreezing process, management must make sure that it celebrates the successful imposition of the change. When the use of CMMS has been effectively integrated into the business operations, the change should be noted and appreciation should be given to all stakeholders who have participated in the smooth transition into its use. This would help people find closure and show appreciation and validation for enduring a painful phase or period which will give them belief that future changes will be successful. THE IMPLEMENTATION OF CHANGE Practical Steps for Implementing change at Construction industry with this Framework: Unfreeze 1. First of all determine what needs to be change. Survey the industry to understand the current state. Focus on why change has to take place. (to better achieve construction industry’s strategy and objective to ‘go green’) 2. Ensure that there is strong support from the upper management. Use Stakeholder Management and Stakeholder Analysis to identify and win over the support of key people within the organisation. It is important that key people accept the change before the change can be put into practice. Frame down the issues as one of organisation wide importance. 3. Creating the requirement for change. Create compelling message of why change has to occur (to reduce CO? and Energy emissions through CMMS). Use the vision and strategy as the supporting evidence ( designed to strengthen the construction industry's environmental, health and safety, human and social rights ) Communicate the vision in terms of the change required.(CMMS would help become us more greener) Emphasize the "why". (for survival) 4. Understand and manage the doubts and concerns. Remain fully open to employee concerns and address them in terms of the need to change. (to survive in this competitive industry) Change 1. Communicate often (with employees, customers and stakeholders) Just do so throughout the planning and the implementation of the changes. Describe their forth occurring benefits. (more competitiveness and customer satisfaction, less government fines) Explain exactly how the changes will affect everyone. (Some of the employees would be made redundant, workers would get more training). Prepare everybody for what is about to come (to use CMMS proper training sessions would be required). 2. Dispel any rumours. Answer any queries or questions openly and honestly. Dealing with problems at the spot. Relate to the need for change to the construction industry operational necessities. 3. Empowering action. Provide lots of opportunities for employee involvement. (This would help carry out change). Have line managers providing day-to-day direction. 4. Whole change process requires involvement of people. Generate and celebrate short-term wins to reinforce the change. Negotiating with the external stakeholders as when necessary (such as the employee organisations, customers etc). Refreeze 1. The most important is anchoring the changes into organizational culture. Identifying what is must for supporting the change process (customers support, training and workshops). Identifying barriers to sustaining change. (Trade unions demands, existing employees fear for loss of job, training cost and experts) 2. Developing different ways to sustain the change. Ensure full leadership support. Create a rewarding system (Remember pay is not the only motivator, job satisfaction is even vital). Establish several feedback systems. (CMMS installation and such organizational change would be ineffective if customer is not satisfied or carbon footprint and Energy Emissions targets are not achieved). Adapt with the organisational structure as necessary. 3. Provide additional support and training if and when required. Keeping everyone at construction industry informed and supported. 4. Celebrate success! (Vital) Key Points Lewin's change model is a simple and easy to framework for managing organisational change. Allison’s (2004) article indicated that when change comes it can crack everything open so it is important to be managed properly. Through the use of Lewin’s model, the transitional phases of change can be defined and managed through addressing all the needs of the stakeholders and the challenges that will arise from the event of change. By recognising three distinct stages of change, the change management can plan thereby to implement the change required. They should be started by creating motivation which whill be the unfreeze stage for change. When moving through the change processes, promoting effective communications and empowering people to embrace the new ways of working will have a profound effect on the transition. When the process ends, management transforms the organisation into any sense of stability, and the refreeze process is initiated. This stabilization is essential for creating the confidence from which to embark on the next inevitable change. CRITICAL ANALYSIS OF THE PARTICULAR SITUATIONS The Challenges The main driver for any of the changes is embodied by the concept of triple bottom line, where organisations have to consider their corporate social responsibility along with the environmental accountability with in any framework of economic sustainability (Henriques and Richardson 2004). In implementing CMMS, the company must consider all of the ways in which the bottom line will be affected, both positive and negative. Change is not easy and the biggest challenge with convincing business leaders is in the need to invest in technology in order to drive down costs or to improve the quality. According to Walker and Maqsood (2007, 1), “the context and cause-effect relationships that govern the dynamics of innovation and its translation into enacted best practices may not be clear”. This is often a difficult notion to embrace as the initial technology is not cheap and IT investment means a heavy expenditure, but even more difficult is the translation of the effects that the innovation will have on the business environment. Placing technology high on the agenda For proper installation of CMMS it is important to tackle to major issues, primarily ensuring technology is seen as a strategic tool not just a commodity. According to Chen and Mohammed (2001, p. 62), “firstly, both organisational and technical environments have the capacity to either positively or negatively impact the intensity of KM (Knowledge Management) activities, and both environments serve as stimuli in increasing each other's dynamism; secondly, certain types of KM activities are stronger “energy receivers” and easily to be “powered up” by manipulating factors representing these two environments”. This also means it requires a serious agenda at the board level with appropriate representation and sensible budget. The second challenge is ensuring the IT budget is spent wisely. All IT projects should be strategically justified with a well defined business case and also return on investment (ROI). Such procedures which are disregarded could result negatively on Net Present Value (NPV). The reasons for placing this type of innovative software at the top of the agenda for implementing change with an environmentally responsible goal is that in improving the way in which materials are determined for a job, the job is then run at a higher efficiency. Therefore in creating this change, the organisation has addressed a series of needs from which the greatest achievement is an improvement in the proficiency of the management of each build. Risk Management It is important that risk should be managed. There are several types of risks associated with installation of CMMS. The biggest problems are improper installation or that the applications do not work as expected. Moreover, the installation phase could even outpace the time constraints so delay also needs to be managed. Risk of software failure once installed is even higher, therefore trained experts need to be hired in order to reduce the cost of idol time and getting off the shelf maintenance. Regular workshops to train employees would also be essential to decrease the threats pose to software usage. One of other risks is that of software damage through accidents, such as fire outbreak, power failure, water leakage etc. To tackle such situations it is prudent for the construction company to keep side backups to avoid information loss. Uniting the Supply Chain One of the biggest problems usually encountered would be the ability to provide CMMS infrastructure throughout the supply chain. Once the project has begun on the site, it becomes difficult and costly to receive fast and reliable Wide Area Networks (WAN) in place, specifically for short duration projects. The results of this can be found in break down for the use of technology and therefore the adoption of manual procedures which would then lead to inefficient processes along with additional time and cost implications. Moreover, another problem could be electricity failure or shortages at construction locations. As each site location for construction would be different, it is important that all problems are predicted before hand and accounted for in the planner before starting working on any buildings constructed. Understanding the options available in case of default and applying them appropriately would undoubtedly bring significant project improvements in terms of time and cost. Management of Key Peoples For appropriate implementation of change it is vital that all key people are involved in the process of change. This covers not only managers and the leaders but also those at the lower level of the hierarchy, mainly the IT employees. New employees who need to understand how the CMMS works would have to be hired. Existing Employees need to be given surety of safe futures as prospects of change would threaten their job security creating fear in large numbers and reducing their motivational levels. Employees who are made redundant due to new technology need to be given retirement benefit plans and other benefits. Customers need to be given surety for green measures taken; customers should add value to this change as they won’t be willing to pay more unless they accept it. Other stakeholders such as government and general public should even be raised awareness so that company is seen as a good corporate citizen. Differentiating from the competition The goal of differentiating ones work from the competitors would only add value to construction industries goodwill. It is Important that new technology should be used as a differentiator and gaining market through demonstration of measures taken by company to manage costs and quality. However, it is unlikely the competitors do nothing in response to this move by construction industry. One must be aware of this aspect of a potential threat as well as all of the internal threats that come from change. CONCLUSION Undoubtedly the construction industry is only just embracing CMMS technology. It is time to start utilising this ‘eco-innovation’ technique to achieve business goals of going green in terms of reducing carbon footprint and energy emissions in buildings and to drive client satisfaction. In a much tighter and more competitive market place, this industry needs to be a savvier with the manner in which it executes projects. It is important to note that throwing money or manpower at any concern is no longer a practicable solution. Change must be properly embedded in every hierarchic level within the construction industry. Management must recognise the existence of innovation and find satisfactory solutions through those innovations that address all the needs of the triple bottom line (Tidd, 2005). Organisations that see technology as a way of improving performance should be prepared to handle any difficult and detailed problems that will emerge along the path of conducting the business of building. However, with smart and functional plans that utilize Lewin’s model of change, implementing a change such as the use of CMMS technologies can greatly improve the overall success of a construction business. REFERENCES Allison, D. (2004). Change, when it comes, cracks everything open. O Magazine. 1st January. Available from: http://www.quotationspage.com. [Access: 15th May 2011] Anderson, D. and Ackerman-Anderson L. (2010). Beyond change management: How to achieve breakthrough results through conscious change leadership. San Francisco: Pfifer. Boyd, D. & Chinyio, E. (2006). Understanding the construction client, Oxford: Blackwell. Brigdes, William. (2009). Understanding the Three Stages of Change’ in Lewin's Change Management Model. [Online] July 7th 2009. Available from: http://areyoufrank.com/_blog/join_the_conversation/post/Why_Enterprise_Change_is_So_Messy/. [Access: 15th May 2011] Burke, W. W. (2010). Organization change: Theory and practice. Thousand Oaks: SAGE Publications. Chen, L & Sherif Mohammad. (2001). Impact of the internal business environment on knowledge management within construction organisations. Construction Innovation: Information, Process Management. 8 (1): 61-81. Carroon, Jean. (2010). Sustainable preservation: Green existing buildings. Hoboken, N.J.: Wiley, Inc. European Environment Agency. (2005). Eco-innovation: Potentials and challenges of tomorrow's technologies. Danish Ministry of the Environment, Copenhagen, Denmark, 19-20 April 2005. Henriques, Adrian and Julie Richardson. (2004). The triple bottom line, does it all add up? Assessing the sustainability of business and CSR. London: Earthscan. Hughes, Mark. (2006). Change management: A critical assessment. London: Chartered Institute of Personnel and Development. London, Kerry (2007). Construction supply chain economics. Abingdon: Taylor and Francis, Inc. Macmillan. (2007). English Dictionary for Advance Learners. (2nd Ed.). London: Macmillan. Mindtools. (2010). Using the Change Curve: Accelerating change, and increasing its likelihood of success [Online]. Available from: http://www.mindtools.com/pages/article/newPPM_96.htm [Access: 15th May 2011] Norris, K. (2004). Refresh your life: Dealing with change Part3. O Magazine. 1st January. Available from: http://www.quotationspage.com. [Accessed: 15th May 2011] Paton, Rob and James McCalman (2000). Change management: A guide to effective implementation. London: Sage Publications. Shaw, P. (2001). Changing the conversation in organizations: a complexity approach to change, London: Routledge. Sustainable Times. (2011). NBT Experts in Moisture Modelling. 23rd March. P.3. Available from: http//www.natural-building.co.uk/PDF/NBT-Sustainable-Times-2011.pdf. [Access: 13rd May 2011] Tidd, J. (2005). Managing innovation: integrating technological, market and organisation change, (3rd Ed.). Chichester: John Wiley & Sons. Trechsel, Heinz R. (2001). Moisture analysis and condensation control in building envelopes. West Conshohocken, PA: ASTM. Walker, Derick H. T. & Tayyab Maqsood. (2007). Driving innovation: Lessons from understanding sticky knowledge and innovation fusion. Proceedings of the IRNOP VIII Conference. pp. 1-22. Read More