What Is Change Management?
When your organization undertakes projects or initiatives to improve performance, seize opportunities, or address key issues, they often require change; changes in processes, job roles, organizational structures, and types and uses of technology. And for that to happen, you need a good change management program .
However, it is actually the employees in your organization who ultimately need to change how they do their jobs. If these people are not successful in their personal transitions, if they do not adopt and learn a new way of working, the initiative will fail. If employees adopt and adopt the changes required by the initiative, they will deliver the expected results.
Change management is the discipline that guides how we prepare, equip and support individuals to successfully adopt change in order to drive organizational success and results.
While all changes are unique and all people are unique, decades of research show that there are actions we can take to influence people through their individual transitions. Change management process provides a structured approach to supporting individuals in your organization to migrate from their own current states to their own future states.
What Are The Three Levels Of Change Management?
Individual Change Management
While it is the natural psychological and physiological reaction of human beings to resist change, we are actually quite resilient creatures. When supported in times of change, we can be wonderfully adaptive and successful.
Individual change management requires understanding how people experience change and what they need to change successfully. It also requires knowing what will help people make a successful transition: what messages people need to hear when and from whom.
When is the best opportunity to teach someone a new skill , how to guide people to demonstrate new behaviors, and what generates changes in one’s work. Individual change management draws on disciplines such as psychology and neuroscience to apply actionable frameworks to individual change.
After years of studying how individuals experience and are influenced in times of change, Prosci developed the ADKAR model for individual change. Today, it is one of the most used models of change in the world.
Organizational Change Management
While change occurs at the individual level, it is often impossible for a project team to manage change from person to person. Organizational or initiative change management provides us with the steps and actions to take at the project level to support the hundreds or thousands of individuals affected by a project.
Organizational change management involves first identifying the groups and people who will need to change as a result of the project and in what ways they will need to change. Organizational change management involves creating a customized plan to ensure affected employees receive the awareness, leadership, training and what they need to successfully change . Driving successful individual transitions should be the central focus of organizational change management activities.
Organizational change management is complementary to your project management. Project management ensures that your project solution is structured, developed and delivered, while change management ensures that your project solution is effectively adopted and used.
Enterprise change management capability
Enterprise change management is a core organizational competency that provides competitive differentiation and the ability to effectively adapt to the changing world. An enterprise change management capability means that effective change management is built into your organization’s roles, structures, processes, projects, and leadership competencies.
The end result of an enterprise change management capability is that people adopt change more quickly and effectively, and organizations are able to respond quickly to market changes, adopt strategic initiatives, and adopt new technologies more quickly and with less. impact on productivity. This capability does not happen by accident, however, and requires a strategic approach to embedding change management in an organization.
What methodology can be used for change management?
No single methodology fits all companies, but there is a set of practices, tools and techniques that can be adapted to a variety of situations. The following is a list of the “Top 3” guiding principles for change management .
Using them as a comprehensive and systematic framework, executives can understand what to expect, how to manage their own personal change, and how to involve the entire organization in the process.
Address the “human side” systematically.
Any significant transformation creates “personal issues”. New leaders will be asked to step up, jobs will be changed, new skills and capabilities will have to be developed, and employees will be uncertain and resilient.
Dealing with these issues on a reactive, case-by-case basis puts speed, morale, and results at risk. A formal approach to managing change – starting with the leadership team and then engaging key stakeholders and leaders – should be developed early and adapted frequently as change moves through the organization.
This requires maximum data collection and analysis, implementation planning and discipline, as well as a redesign of strategy, systems or processes. The change management approach must be fully integrated into planning and decision making, informing and enabling strategic direction.
Start at the top
Because change is inherently unsettling for people at all levels of an organization, when it’s on the horizon, all eyes turn to the CEO and leadership team for strength, support, and direction. Leaders themselves must embrace the new approaches first, both to challenge and to motivate the rest of the institution.
They must speak with one voice and model desired behaviors. The executive team also needs to understand that while their public face may be one of unity, it is also made up of individuals who go through stressful times and need to be supported.
Executive teams that work well together are better positioned for success. They are aligned and committed to the direction of change, understand the culture and behaviors the changes are intended to introduce, and can model those changes on their own.