ABSTRACT
The critical part of the challenge of change is unfreezing what is and refreezing at a new, different, and higher level of performance. No model is superior to any other, as all of these models have been proven to work. It is really a matter of choice and the comfort level of communicating the model within the organization by the change practitioner. The Change Acceleration Process (CAP) model was created and practiced successfully under the leadership of Jack Welch, CEO of General Electric in the late 1990s. The CAP model is respected for its credibility and is practiced by forward-thinking organizations that believe in investing time to build a strong foundation for change. The criticality of the organization's need, however, defines the pace of implementation, which in turn outlines the resource commitment in regard to people and budget for establishing the infrastructure for change.
