Adaptability of Change Management Models: What Works? A Botswana Case Study

The study took a hermeneutic phenomenological methodology to approach the research. Twelve diverse research participants were interviewed, all from BotswanaPost, the research organisation. Their experiences were used to contribute to the assessment of the organisation’s delivery of change using Western derived change management models. Change has become a constant in our lives, and it has become a norm to find ways to manage change. African countries such as Botswana, use Western derived models and tools to manage change; however, success continues to elude them. The purpose of this study was to find out if these models can be adapted to work in these environments with diverse cultural settings. The study found that Western derived models are difficult to adapt because they come influenced by the background from which they originate; into a complex environment that is beleaguered with socio-cultural, political and historical identity issues. This study attempted to address this by developing two models, the ‘what to ask’ framework and the ‘Setswana change management model’. The ‘what to ask’ framework attempts to address the gaps identified in other change models when planning for change. It prompts leaders on the pertinent steps to deliver change that embraces people, their background and resources; with a step by step ‘how to’ guide. The ‘Setswana change management’ model addresses cultural engagements, active participation and continuous feedback for all participants. It incorporates an explicit national culture, which was lacking in the models that were consulted. The study also suggests that hybridisation of models could be a solution, African components mixed with the Western ones, as opposed to Africans expected to directly use Western models as they are and finding ways to cope. This would bring Western models and various African cultures together to form a model that could work with the local people.