1. Facilities Change Management in Context

  1. Professor Edward Finch
  1. Professor Edward Finch

Published Online: 16 FEB 2012

DOI: 10.1002/9781119967316.ch1

Facilities Change Management

Facilities Change Management

How to Cite

Finch, E. (2011) Facilities Change Management in Context, in Facilities Change Management (ed E. Finch), Wiley-Blackwell, Oxford, UK. doi: 10.1002/9781119967316.ch1

Editor Information

  1. School of the Built Environment, University of Salford, UK

Author Information

  1. School of the Built Environment, University of Salford, UK

Publication History

  1. Published Online: 16 FEB 2012
  2. Published Print: 16 DEC 2011

ISBN Information

Print ISBN: 9781405153461

Online ISBN: 9781119967316



  • Change context;
  • REACT model;
  • Facilities management definition;
  • Punctuated change;
  • Transformation


The number of books, training seminars and missives on the subject of change management continues to grow unabated. Yet few of these consider the importance of the physical change which inevitably accompanies the change of ‘minds’. It is the physical change in the form of workplace redesigns, procurement of new buildings or perhaps the reengineering of a facilities service, which present the tangible evidence of change. People often discard the wise words which appear in the mission statement or the new process hardwired into the corporate intranet. If change is going to succeed, evidence suggests that a transformation in what we see, touch and experience is the only kind of change that people within an organisation are likely to understand and internalise. How does the facilities manager achieve such transformations? A starting point in this journey is the process of ‘sense making’ or understanding the nature of change. This chapter describes the changing landscape inwhich facilities management teams operate. In so doing, it seeks to contextualise facilities management. This chapter explains how each of the elements of the change management process is addressed in each of the book's chapters. This is achieved by (1) an analysis of current thinking on change management; (2) an exposition of how facilities management needs to be redefined to accommodate contemporary approaches and (3) an explanation of a framework (described as the REACTT model) which identifies the key stages of facilities change management which in turn correspond with each of the chapters of this book.