CHANGE MANAGEMENT

 WHAT IS CHANGE? We can better understand change through the meaning of Paradigm
Shift. What is Paradigm Shift? The term paradigm shift refers to a major change in the
concepts and practices of how something works or is accomplished. A paradigm shift
can happen within a wide variety of contexts. Like for instance, when new technology
is introduced that radically alters the production process or manufacturing of goods or
services.
 This shift usually occurs when the dominant paradigm, under which normally
accepted science, procedure or a status quo that had been in operation, is rendered
incompatible, incapable or insufficient to exist or compete with the current trend,
facilitating the adoption of a revised or a completely new theory or paradigm.
 WHAT IS ORGANISATIONAL CHANGE: Anybody who works in an organization will at
some point be involved in organizational change. You will either be on the receiving end
of change, or you will be tasked with creating and implementing the change or the
change will force you to cease your existence in the organization as an employee should
you fail to upgrade yourself. Even an organization will not be fit to compete should it
fails to change with the status quo or current trend of operation or technology. They said
that, the only certainty in life is change – and never was that truer than in organizations.

This module is set out to give you a good understanding of the main issues involved in
change. You may be an individual confused by the change programme that is happening
at work, or you might be a manager who is being asked to be involved in a change
management programme for the first time, or you may be in a leadership position looking
for some ideas on your role and how to lead change effectively.
Change management is the process of taking an organization from where it is, to where it
wants to be.

For the purposes of this course, change management is more focused on the process of
change rather than the process of determining what the end result should look like. A
number of things could be driving the need for change, such as:
 a strategic review
• a drive to cut costs
• restructuring around a new system
• restructuring for expansion and growth
• restructuring for new products
• restructuring for geographic reasons
• or just to give the Chief Executive a way to make an impact!

The reasons and causes of change in organizations are many and varied, but they all result
in the same thing: the need for the careful planning and management of change.
 A strategic review : A strategic review is a structured process to identify new value in creating
an opportunities within a business. This could be about improving the performance of an existing
division or taking advantage of a new opportunity. It could also be a process by which the general
organization will annually assess performance on the strategic objectives in the strategic plan to
identify areas for improvement by the stakeholders of the organization.

• A drive to cut costs: Cost reduction has many potential benefits, including improved
profitability, cash flow, and competitiveness when it is correctly done. Cost reduction can also help
improve quality and service levels while still maintaining quality or improving it.

• Restructuring around a new system: Organizational restructuring involves changing a

company's internal hierarchy. The process may result in the elimination of certain roles and the
merging of others. The company may create new jobs, departments, and teams while eliminating
others, which might cause shake-ups in working relationships for a desired goal or competitive
advantage which must not be compromised.
Change management for organizational restructuring is essential for shaping employee
behavior, communication, and mindset in sync or an alignment with new processes,
systems, and company culture. It helps to minimize the negative impact on employees and
maintain their morale, which is critical for organizational performance.
• restructuring for expansion and growth
• restructuring for new products
• restructuring for geographic reasons
• or just to give the Chief Executive a way to make an impact!

The reasons and causes of change in organizations are many and varied, but they all result
in the same thing: the need for the careful planning and management of change.
 WHY CHANGE? Any living organism needs to change in order to survive. The cells in a
human body are constantly being replenished and renewed. From generation to
generation DNA is mixed together to create a new generation with a unique DNA profile.
Evolution understands that living creatures need to change and adapt in order to survive
and thrive.

 Organisations are in a very similar situation. Even an organisation that is not going
through a change process is still changing. People are always joining and leaving, new
customers arrive are asking for new things and old customers choose to go elsewhere.
Organisations exist in a dynamic business environment. Even when they are stationary
they are moving. Change is happening all the time.
 Change is the only way to survive in a turbulent world which is volatile, uncertain,
challenging and ambiguous. An organisation needs to change not to respond to the
situation of yesterday or today but ideally to respond to the anticipated situation and
environment of tomorrow. Change processes can fail simply because the amount of time
it takes to plan and implement an effective, comprehensive change process means that
the environment to which it is planning to adapt, has itself already changed!

 WHY MANAGE CHANGE? An organisation is an intricate web of people, systems,

buildings, processes, cultures, and internal structures, along with competition for things
like resources, recognition and power. Organisations are complex creations and left to
their own devices they are unlikely to deliver the expected outcome of a process of
change because of all the many moving parts. Change needs to be managed if the
desired end result is to be achieved.
 Who are involved in organisational change? There are usually a number of different
people involved in organisational change. Most of these will be familiar to you, but
others less so. Those that are familiar may have a different and specific part to play
during a change like the:
 Leaders
 Human Resources
 Organisational Development Practitioners
 Change programme Team
 Change Champions
 The Wider Staff
 Middle Managers
 LEADERS: Senior leaders are the people who will (usually) have made the decision to
undertake a programme of change. They will have seen the different forces acting on
the organisation and taken a strategic decision to do something different. Whilst they
may not understand all the details of what needs to happen, they understand the overall
reason for it and can sell that ‘vision’ to others.

 HUMAN RESOURCES (HR): The HR team will be focused on ensuring that the process of
change complies with all the legislation, company policies and best practice to ensure
that the people aspects of the change are managed appropriately.
 ORGANISATIONAL DEVELOPMENT (OD): The OD function may be an internal team, or an
external OD consultant. They may be devising a plan to implement a programme of
change, or they may be just there to give advice. They will be working closely with HR
and with the leadership team to ensure that the change is successful.

 CHANGE PROGRAMME TEAM: This is a team of leaders, managers, heads of department,

technical specialists, project managers and others who are pulled together into a team
for the duration of the change process. Each person has their own defined role and
responsibility. It is this team that will coordinate all the many different activities so that
they work in the right way at the right time.
 CHANGE CHAMPIONS: These are individuals spread throughout the organisation who
have gained a deeper understanding of the reasons for change and the vision set out by
the leaders. They are there to share the message more widely with colleagues, to be
able to answer questions and to give feedback to the change management team any
issues or concerns.

 WIDER STAFF: Everyone else in the organisation is potentially on the receiving end of
the change process. For change to be successful these people need to understand their
place in the process, what they need to do, when and what is important.
 MIDDLE MANAGERS: For a change programme to succeed the middle management i.e.
those people that have direct line management of the teams that perform the functions
of the organisation need to have “bought into” the change, as they are the main conduit
through which change will be actioned.
 COMPONENTS/DRIVERS OF CHANGE: Although every change process is unique,
there are some recurring components that are worth exploring. In this course we will
look at typical drivers, or forces which create the pressure for change. These can be
external or internal and could include:

• Technology – computers, artificial intelligence (A. I.) and robots are constantly
developing, changing and becoming more powerful. Failing to adapt to these changes may
put an organisation at a competitive disadvantage. Implementing new technology can
create new possibilities enabling the organisation to cut costs and be more efficient or
requiring it to restructure.
 Business cycle – there are natural economic cycles which create different pressures at
different points in the cycle, for example an unexpected increase in interest rates for a
company with high levels of borrowing may lead to a pressure to cut costs, whilst an
increase in inflation may enable prices to be put up creating the resources to further
grow the business.

 Social trends – it is well documented that different generations have different priorities
and concerns. As time goes on, the older generations retire and the new generations
enter the workforce. This can create new pressures for change, such as more flexible
working conditions, more flexible structures and a greater appetite for technological
change.
 Supply-side – sudden changes to the supply-side of an economy can create pressures
for change. For example, limits on the supply of resources such as oil or raw materials,
or price increases due to currency fluctuations, or reductions in the availability of skilled
labour due to a change in immigration policy. These may require a variety of responses,
such as a change in where goods are manufactured, or the way they are manufactured.
 MINTZBERG’S FIVE STRUCTURES: In 1979 Henry Mintzberg suggested that all
organisations have five basic elements:

• Strategic apex - the people responsible for the direction of the organisation.

Operating core - the majority of the staff who are delivering the product or service.

Middle line managers - the managers who are between the apex and the core.

Technostructure - the technical experts who design processes and workflow, for example
engineers and accountants.

• Support staff - those working in all the functions that support the other operations e.g.
research and public affairs.
 At its simplest there are three main elements – the strategic apex giving direction, the
operating core doing the work and the middle line managers who do the detailed
planning, prioritise resources, allocate tasks and monitor activities. As organisations
grow there is a need for the two other elements to be added: technostructure and
support staff.

Change could happen across all of these five elements and changing any one of them
could affect the others in different ways as each of them are inter-related.
 Implications or Risks of Change : Some of these implications or Risk in
implementing change are:

 BUSINESS RISKS: Much of the literature on organisational change suggests that the
majority of change initiatives fail and there is a wide range of reasons for that.
Organisational change needs to be managed because it comes with significant risks.
Indeed, the first risk is that the proposed changes will lead to a worse outcome than the
current situation! So before embarking on the change process it is worth clarifying how
the proposed changes will actually result in a better performing organisation that it
properly addresses the identified business risks.
 Assuming that the proposed change actually addresses the underlying issues that the
organisation is facing rather than merely treating the symptoms then the proposed end
state should be a more positive and productive one. The risks then focus around
implementation and management of the change process itself.
 IMPLEMENTATION RISKS: Some common risks when implementing change are:

• drop in performance during the change process

• drop in morale during the change process

• increase in staff turnover as the change process prompts people to re-evaluate their
place in the organisation

• poor implementation which leads to confusion, delays and costs overruns

• staff no longer fit well into their roles leading to inefficient use of resources

• loss of key customers as a result of problems with implementation

• a prolonged internal focus prevents the organisation from noticing and taking advantage
of external opportunities.
 The impact of these risks can be many and varied and will need to be mapped out using
a risk framework, identifying the key risks, the likely impact and the actions to mitigate
those risks (i.e. the actions that will be taken to minimise the impact of those risks or
even prevent them occurring).
 RISKS OF DELAY: If the organisation is risk averse, or has a short time horizon, it may
be unwilling to see a short-term drop in performance in the expectation of a longer-term
improvement. In this situation a change process could be delayed indefinitely. However
there comes a point where change is the only option because the pressures arising from
the internal and external forces become so great that change is inevitable.

Having avoided the risks of change a greater risk may have emerged already which is the
risk of delay. Leaving change this late may mean that the organisation has already
become obsolete and no longer has the time needed to change and adapt.
 CHANGE FATIGUE: Too much change however can also bring with it a significant risk
that of change fatigue. Change fatigue occurs in staff when too many changes have
been pushed through too quickly.

 Too many changes mean that people are overloaded with change, they cannot process
all the new requirements, so they begin making mistakes and chaos follows. Old
systems will not have been fully dismantled and the new systems will have been
implemented incorrectly or incompletely. Giving people too much to process and learn
all at the same time is likely to be noticeable very quickly as confusion and chaos leads
to a rapid loss of performance. It is likely that additional resource is required to put
things right.


 Changes implemented too quickly can also cause change fatigue. Too quickly means
that there is no recovery time and no time for one change to become internalised and
normalised. No one gets “on top of” the new ways of doing things because not enough
time has been allowed for it. This can lead to a much longer term drop in performance
as it is less obvious to see. Although things are working, people are tired, they haven’t
built up the required level of skill and expertise and new processes have not been
refined and optimised.

 CYNICISM: Closely linked to change fatigue is cynicism. Those who have been through
poor change processes or change initiatives that they perceive to have been
unsuccessful will understandably mean that they will be wary of any new changes
proposed and skeptical that they will be successful or have the desired results. They are
likely to resist another change when there is a track record of failure. So, to minimise
these risks:
• don’t change too much at the same time

• give enough time for people to learn and to bed in the new ways of doing things

• ensure that successful changes are well publicized

• ensure that poorly-handled changes are reviewed and learned from.

 PEOPLE AND CHANGE
WHEN PEOPLE CHANGE: The psychologist, Adrian Furnham, in his book, “The Psychology
of Behaviour at Work”, says that “individuals don’t change themselves; they are changed
by others.” He goes on to say that people are more likely to accept change when:
• they understand what it’s about and don’t feel threatened
• they have had a hand in creating the change
• the organisation has a track record of successful change
• there is something in it for them, such as a reduced work load
• the outcome is reasonably certain
• they have had a hand in planning what will be implemented
• the leadership of the organisation is visibly supportive of the change.

Individuals will have got used to a certain way of working, a certain way of doing things
and are thinking “this is how we always do things, why do we need to change?”
 PEOPLE AND CHANGE
 This is where the vision of the leadership needs to be communicated clearly to obtain
what is often called “buy-in” from the staff. Individuals will need to stop doing what
they’ve always done and to start doing something new and different, fully establish that
change, and then set that new way of working as the new normal pattern.

 PEOPLE AND POWER: Change can affect individuals in different ways - and their
positions of power are an important consideration.

 Senior leaders, or owner-managers in a smaller business, have a significant position of

power and authority and so the ability for the organisation to change is significantly
influenced by the attitude of these individuals to change. So, leaders who enjoy change
are likely to initiate change projects, whilst those that prefer stability and continuity will
tend to be less likely to initiate change.
 PEOPLE AND CHANGE
 An individual in a position of power who gains personal satisfaction and self-esteem
from that position, is unlikely to be willing to move to a more decentralised decision-
making structure. Individual leaders are much more likely to be open to change when
they are primarily focused on the aims and objectives of the organisation rather than
consolidating their own position. So, for example, senior leaders in a not-for-profit
organisation who are there because of their commitment to the cause, have the
potential to be more willing to give away power and authority, if they can see that it
would help further the aims and objectives of the organisation. Contrast to that, an
owner-manager who started their own business particularly when motivated by reasons
of autonomy and control they are more likely want to keep themselves at the heart of
the organisation and maintain a more centralised structure.
 PEOPLE AND CHANGE
 PEOPLE IN BUREAUCRACIES: Highly bureaucratic organisations with multiple levels of
management hierarchy may find change very difficult.

 Firstly, it is difficult for those at the top to recognise the need for change because the
multiple levels of hierarchy create a distance between themselves and the operational
reality on the shop floor/field of operation(s). They are also likely to be insulated from
direct feedback from customers in the marketplace.

 Secondly, when it comes to implementing the proposed change, there are many more
levels of management to persuade because it is important to do so since they are
likely/capable to impede/prevent the change.

 Thirdly, if the proposed change is about delaying, then managers are likely to defend
against the loss of the various tiers of management that they worked so hard to climb
up through.
 PEOPLE AND CHANGE
 PEOPLE AND PROFESSIONS: Different industries and professions will also adapt to
change at different paces – a highly mechanised factory-based business is more likely to
change simply because the availability of new technology presents the possibility of
driving down costs, coupled with the fact that their competitors will be adopting the
technology to create a competitive edge.

 Contrast to that, a knowledge-based profession or business are more dependent on the

knowledge, skills and experience of the individual professionals. They are insulated from
pressures created by new technology as it is not central to their business. They are also
well protected from competition because of the barriers to entry into the market for
example it takes many years for a lawyer to be trained. As such the professions are not
used to managing change and are not geared up for rapid change in the way that other
industries have to be. Having said that, the rise of artificial intelligence will create
technological pressures to change in knowledge-based professions too.
 PEOPLE AND CHANGE
 EMBRACING CHANGE Not all people react negatively to change. There are people who
do enjoy change and will readily embrace an organisational change programme. These
people may be interested in the opportunity for personal growth, to change their
attitudes or to discuss their values. They may want to be involved in improving
processes and removing inefficiency and will champion changes to systems and
structure.
 FACTORS FACILITATING CHANGE: Individuals are likely to adapt and change when
surrounded by colleagues who are also willing to adapt and change. People are more
likely to adapt and embrace change when some of the following conditions apply:
 • they understand it
 • they feel safe and not threatened by it
 • they have had some kind of input into the decision-making or at least into the
implementation plan
 • there is something in it for them, such as easier or more interesting work
 • there is an outcome that they can see and feel
 • it feels achievable

 PEOPLE AND CHANGE
 DESIRE FOR CHANGE: It is also worth noting that some changes are easier than
others. Where an organisation is clearly dysfunctional, and it is widely recognised that
things are not working, or if the organisation is at a point of crisis, then people will more
readily join the change process. If everyone believes that “we can’t go on like this”, then
there will be pent- up energy in the organisation wanting to address the main
problems.

 However, when things are just “okay”, then it is much more difficult to motivate and
mobilise people. Taking an organisation from the ordinary to the extraordinary takes not
just management, but significant levels of leadership. This type of change must be
managed if it is to succeed because there is no naturally occurring pool of energy that
has built up to demand change. Much of this course will explore ways in which this can
be done.

 To put it another way, questions about survival focus the mind and mobilise people more
than considerations of how to get better.
 UNDERSTANDING TRANSITIONS
In order to manage change it’s important to have a good understanding of the likely stages
and processes that the person or organisation will go through. A transition from state A to
state B means that some old ways and priorities will be left behind and some new ways
and priorities will be adopted.

There are three models that are often used in change management and they are very
helpful in illustrating some of the difficulties of these transitions and highlights what
leaders and managers must pay attention to when planning a change. These are: the
three-step model of change by Kurt Lewin; the transitions model by William Bridges; and
the change curve developed by Elizabeth Kubler Ross.
 UNDERSTANDING TRANSITIONS
 THE THREE-STEP MODEL: Kurt Lewin proposed a three-step model in 1951 which are:
 Unfreeze: This is the first stage where you unfreezed the existing method of doing
things in the organisation – this means to understand the status quo, to clarify the
desired end state, to identify the forces promoting change and the forces resisting
change.

 Moving: This is the second stage where people move from their comfort zone by taking
action in implementing the change.

 Refreeze: This is the third stage is where the changes are made permanent and embed
as the new ways of doing things.
 UNDERSTANDING TRANSITIONS
 Underlying this model is an assumption that, organisations tend to stay as they are, that an active
effort is required to drive change. It also means that the refreezing stage is needed to prevent the
organisation going back to the original status quo. Refreezing is achieved by reinforcing the new way
of doing things.

 In addition to the above, another writer by the name of William Bridges added that, a transition has
three elements: an ending, a neutral zone, and a new beginning. One of the key insights that
Bridges had was this middle area called the neutral zone.

 The neutral zone is an uncomfortable place to be, because life is neither what it was, nor is it what it
will become. It is a limbo land, a no man’s land, a place of uncertainty, confusion and anxiety.
 UNDERSTANDING TRANSITIONS
 He also went further saying any organizations going through change has these five
basic phases in play that begins with a status quo and ends with it.
 an existing way of doing things / the status quo
 the ending of those existing ways
 a neutral zone
 a new beginning
 and finally, a new status quo.

However, we will further discuss the three phases in between the two status quo. Which
are the Ending, Neutral Zone and New beginning.
 UNDERSTANDING TRANSITIONS
 ENDINGS: There needs to be a process of letting go of the old ways, both in the real
world and also internally. It is a process of saying goodbye to things that were once
important and now no longer are. Psychologically it could be more significant - saying
goodbye to an old identity that was once valued and now no longer is. For some people,
where their sense of personal identity and self-worth is tied up in their role and work,
the ending of that can be personally very painful and raises a much larger questions of
“who am I” and “what am I here for” than the mere change of job description, system or
set of processes might imply.


 For change to be successful, space should be left for there to be some kind of ending
and ideally support given to individuals where the change might have a particular
impact on them personally. It will certainly be useful to raise awareness with managers
that some people will be going through this sort of psychological transition and may be
affected more than they expect.
 UNDERSTANDING TRANSITIONS
 Such an ending may also affect an entire team – a simple restructuring may have a
profound impact on the team members. For example, when a company, which has
teams of engineers covering several different geographic areas, chooses to reorganise
those geographical areas (all for good reasons), the teams get broken up. People get
assigned to new or different areas and it takes a while for the new team to form and
build up to the previous levels of performance. There can be a lingering sadness - or
even resentment - that the old team is no longer together with an impact on team
performance and individual performance

 To become something else, the organisation needs to stop being what it is today. Its
people will need to say goodbye and discard what they have been doing up until now in
order to embrace the new.
 UNDERSTANDING TRANSITIONS
 One of the main mistakes the managers often make is not giving sufficient time to
endings and saying goodbye to the old ways. People cannot just start doing something
new from tomorrow because they will simply be consumed with the process of saying
goodbye to the world of today.

 FIVE ASPECTS OF ENDINGS: William Bridges identifies five aspects of an ending

which are:
 disengagement
 dismantling
 disidentification
 disenchantment
 •disorientation
 UNDERSTANDING TRANSITIONS
 Disengagement: At point, people need to start withdrawing from the old ways of doing
things, this could be a long process or an instantaneous one.

 Dismantling: This is about taking apart a piece at a time the things that need to be
changed. This might be physical external things but also it is the internal psychological
process.

 Disidentification requires people to change the way they see their own identity.

 Disenchantment is the process of unlearning how things are, coming to accept that
the way you thought the world worked is no longer true, it’s an unlearning of how things
are – a putting aside of the old understanding ready for the new.
 UNDERSTANDING TRANSITIONS
 Disorientation occurs because new reference points need to be found. New ways of
deciding which way is up and which way is down have to be found. The compass that
used to be reliable now spins out of control, the landmarks that were used to navigate
by are no longer there. A sense of disorientation will continue until the new landmarks
are in place and become familiar.

 NEUTRAL ZONE: The neutral zone is an uncomfortable place to be, because life is
neither what it was, nor is it what it will become. It is a limbo land, a no man’s land, a
place of uncertainty, confusion and anxiety.

 NEW BEGINNINGS: It is only after the endings and the neutral zone that the
psychological transition to a new beginning can really take place. The new beginnings
tend to be underwhelming at first, starting off slowly and tentatively.
 UNDERSTANDING TRANSITIONS
 Disorientation occurs because new reference points need to be found. New ways of
deciding which way is up and which way is down have to be found. The compass that
used to be reliable now spins out of control, the landmarks that were used to navigate
by are no longer there. A sense of disorientation will continue until the new landmarks
are in place and become familiar.

 NEUTRAL ZONE: The neutral zone is an uncomfortable place to be, because life is
neither what it was, nor is it what it will become. It is a limbo land, a no man’s land, a
place of uncertainty, confusion and anxiety.

 NEW BEGINNINGS: It is only after the endings and the neutral zone that the
psychological transition to a new beginning can really take place. The new beginnings
tend to be underwhelming at first, starting off slowly and tentatively.
 THE FIVE STAGES OF CHNGE
The five stages of change includes the following:
 Denial
 Anger
 Bargaining
 Depression
 Acceptance

 Denial means a sense of disbelief – waiting for the news to sink in. It is the shocked
response to a change they hadn’t seen coming. Communication is critical here to
explain the change and its background, what is happening and how to learn more.
People who feel overwhelmed will only be able to take on board a little information at
the time. Those able to absorb more can be shown how to get hold of more detailed
information.
 Anger (and frustration) can occur after the news has been heard. It can be expressed
as a frustration with not been consulted, or anger at having their world turned upside
down by other people. Certainly, at this stage there is too much emotion to enable the
person to process this new information and its implications fully.

 This stage is stressful for everyone and managers should aim to give support, listen and
observe carefully and seek to understand any angry and frustrated responses in order to
be able to move on to the next stage. Many of the likely impacts and objections will be
quite predictable and can be dealt with upfront, however there will always be
unexpected responses and issues that hadn’t been fully considered.

 It is important to ensure that people feel heard and proper action is taken to address
their concerns. A change programme will be derailed if it gets stuck at this second
stage, leading to a prolonged period of poor performance
 Anger (and frustration) can occur after the news has been heard. It can be expressed
as a frustration with not been consulted, or anger at having their world turned upside
down by other people. Certainly, at this stage there is too much emotion to enable the
person to process this new information and its implications fully.

 This stage is stressful for everyone and managers should aim to give support, listen and
observe carefully and seek to understand any angry and frustrated responses in order to
be able to move on to the next stage. Many of the likely impacts and objections will be
quite predictable and can be dealt with upfront, however there will always be
unexpected responses and issues that hadn’t been fully considered.

 It is important to ensure that people feel heard and proper action is taken to address
their concerns. A change programme will be derailed if it gets stuck at this second
stage, leading to a prolonged period of poor performance
 Bargaining can occur after the anger has subsided and people are no longer blaming
others. At this point in the process people may be looking for ways to prevent the change
happening or to minimise its effect. It could be thoughts about what they could do to
improve the situation or how to maintain the status quo. It is a desire to fix the problem and
maintain some sort of control.

 Depression sets in when the bargaining fails – when it is clear that the change is going to
happen whether they like to not. There is the realisation that there is very little they can
actually do to influence it. At this stage there is a genuine sense of loss and grief as they
mourn the loss of the future that they had in their mind. At this point energy levels may be
reduced as life can feel pointless.

 Acceptance is the fifth stage. Finally, people are prepared to accept the change that is
proposed. They have to some degree processed their feelings, recognised their anxieties
and mourned their losses. They start to look ahead at the change starting to unfold. It is a
dawning of the new reality of the situation.

 After acceptance there is then of course the opportunity for people to explore, experiment
and test out the new possibilities that lie ahead, to discover the reality rather than simply