How to Organize a Communal Banking Set-up

Every good idea depends on the ability of its initiators to assure its implementation. The Pantheon is filled with good wishes, incredible ideas and inspiring desires that have failed in realization. Thus, a thorough effort was invested in finding a proper method for implementing the proposed idea. For that reason some management sources were explored and concluded that this project is a comprehensive direct changeover implementation type. The Communal Banking Set up was also found to meet Collinʹs(1994) four major requirements for being an excellent and ʹ"Built to last" enterprise. The Communal Banking System has great goals and objectives, its mission is in consonant with the vision and inspiring its initiators and it has the potential to excel. The only thing this project needs is enough energy and power for overcoming all the obstacles. Because the said project has to face an existing financial establishment it was decided to use a model from the behavior discipline for the implementation process. Thus, Kurt Lewinʹs Model of Change has finally been chosen for introducing the idea of the new Communal Banking System. The said proposal was analyzed along the Modelʹs three stages: unfreezing, enacting the change and refreezing. At every stage of the process the participant forces and the relevant actions were enumerated and discussed. After the last refreezing stage some benefits and advantages are presented for demonstrating the positive contribution of the new set-up to individuals and to whole society. It is estimated that the total time framework for introducing the change and organizing the reformed set-up, will take about ten years.