Overview of the Concept

Change Management is a term used to refer to the change or transitioning people,

groups, companies and projects from one state to another. When this term is applied to
businesses and projects, it may refer to a process of transitioning the scope of the
project in such a way that it can meet changing requirements and objectives. What
happens is that after a certain point of time some changes may need to be introduced as
far as functioning, operations, marketing, finance or the other aspects of a business are
concerned to improve its chances of reaching its goals. Change management involves
the application of structured methods and a pre-planned framework so as to take
business from its current state to a desired state.

The major advantage of the application of change management is that it helps in

increasing the chances of a business to stay on its budget or schedule that in turn leads
to higher ROI and realization of benefits. Amidst of increasing competition and fast
paced world, it is important for every organization to move ahead by constantly bringing
about useful and structured changes and adapting to new technology and
methodologies to meet customer demand.

Change management may be defined as a structured process that ensures that

required changes are thoroughly and smoothly carried out, and that the long -term
benefits of the change are realized. The “change” can be a simple process change or
a major change in company strategy or policy.

The focus of change management is mostly on people, that is how they, as

individuals and as teams, make the shift from the current situation to the new one.
Change management draws from a wide variety of disciplines, like behavioural
science and psychology, and the underlying rationale is that change does not
happen in isolation-it affects the entire organization, specifically the people and the
way they carry out their roles.
 The different levels of change management

Change management may happen on three different levels:

1. Individual change management

People are at the core of each change management effort. This level of change
management requires to understand what helps people change and how they
experience the change. Disciplines like neuroscience and psychology helps in
framing the individual change management plan.

2. Organizational change management

It is often not possible for a project team to manage change on a person-to-person

basis. Organizational change management provides support at the project level by
outlining steps and actions to be taken that affect the many individuals impacted by
the project.

a. Individuals impacted by the change are identified. The ways in which people need
to change is described.

b. A customized plan is created to help the affected individuals receive coaching,

training, leadership, and awareness needed to change successfully.

c. Whereas project management ensures the design, development, and delivery of

project solutions, organizational change management ensures that the project
solution is effectively adopted.

3. Enterprise change management

An organization has developed enterprise change management capabilities when

change management becomes an important part of its structures, roles, processes,
leadership, and projects. Thus, the organization can respond to market changes
faster, adopt new technology quickly with a minimum impact on productivity, and
take up strategic initiatives better.
 Change Management Process

The four phases of the change management process are:

 Prepare

 Design

 Execute

 Sustain

The preparation phase includes the identification of the issue(s) and the
environmental factors that affect the business.

 The phase ends with an understanding of one’s current state, the root causes of
current problems, and a vision of the ideal state.

In the design phase, a clear project plan is prepared.

 Since change management primarily focuses on the change in the way in which
people will carry out their roles, a transition plan/change path is formulated which
rely on an understanding of the cultural barriers in an organization.

 The proper change management model is also selected, using which a change
management plan is chalked out.

 Finally, a deployment plan is created, which connects all these plans within a
change project plan.

Proper communication is vital during the execution phase.

Reinforcement mechanisms are must to be put in place for regular coaching and
feedback and handling of barriers and issues that arised during the design
phase. Corrective action plans should also be drawn up to answer questions like:

 Is the transition plan working?

 What barriers to change have come into sight?

 What is working well and what needs to be investigated?

During the sustenance phase, correct behaviours and practices are supported to
drive change through the business, using the people as change agents.

 Throughout the change management process, cultural requirements should not be

ignored as it has the potential to cause the entire project to fail.

Although the change management process has been linearly described, essentially it
is a cycle. It is difficult to deal with cultural change and it may be necessary to
return to previous phases when new challenges crop up. However, at any point
change should not be forced on people—it harms the business in the future
because unwilling employees refuse to take ownership.
 Significance of Change Management

1. Understanding environment (society, government, customers)

For an organization it is important to understand and assess the dynamics
in its external environment to establish
an appropriate relationship with various actors like government,
customers and society. Therefore managers by knowing the subject
of change management have to be prepared to understand whatever is going on in
the environment.

2. Objectives, strategy formulation & implementation (for

developing competitive advantage)
Second is keen upon knowing the impact of change at
extraneous level on its own internal
dynamics, and the most important is objective setting and
seeking competitive advantage.

3. Employees (training, high performing work practices, reliable organisation)

The employees are the recipient of change plan. One such concern of senior managers is
to make organization highly reliable, therefore employees need to
be trained and high performing one in
today's hyper competitive world.

4. Technology Issues
Technology is considered the most important
factor of growth in today's world. Perhaps the greatest challenge
is the acquisition and integration of technology in its structure and strategy and
process for contemporary organizations As such the top managers concern
is how to avoid organization being obsolete and how to
manage and absorb the impact of changing information and communication technologie
s which have
decisively influencing production and consumption behaviour?

5. Globalization
The management of international economic and political forces what nowadays
is referred to as
internationalisation and globalisation is yet another important factor influencing decisio
n making of
organization. No organization or nation can stay independent and indifferent to what ev
er is happening
at international (political) level. For instance the impact of September 11 events are
tremendous
on
the economies and organizations of developing countries like Pakistan. Similarly supra -
national
institutions are becoming more assertive over nation states not only in political terms bu
t also on social
issues like child labour and gender issues. So government and states are considered som
ewhat less efficient
in imposing their will over their subjects (individual and organizations) against the ever
increasing and complex interdependencies amongst states. For example the
compulsions and legal
provisions of international treaties like World Trade Organization
and ISO certification regimes have resolutely influenced
the organizations and economies of
the developing world. Hence imperative for managers, CEOs and
entrepreneurs from smaller or larger organizations alike, of various sectors of economy,
is to
understand the complexities of globalisation and its impact on organization' business.
8 Essential Steps for an Effective Change Management Process

1. Identify What Will Be Improved

Since majority of change occurs to improve a process, a product, or an outcome, it is critical to

identify the focus and to clarify goals. This also involves identifying the resources and
individuals that will facilitate the process and lead the endeavour. Most change systems
acknowledge that knowing what to improve creates a solid foundation for clarity, ease,
successful implementation.

2. Present a Solid Business Case to Stakeholders

There are several layers of stakeholders that include upper management who both direct and
finance the endeavor, champions of the process, and those who are directly charged with
instituting the new normal. All have different experiences and expectations and there must be
a high level of "buy-in" from across the spectrum. The process of onboarding the different
constituents varies with each change framework, but all provide plans that call for the time,
patience, and communication.

3. Plan for the change

This is the "roadmap" which identifies the beginning, the route to be taken, and the
destination. You will also choose resources to be leveraged, the scope or objective, and costs
into the plan. A critical element of planning is providing a multi-step process rather than
sudden, unplanned "sweeping" changes. This involves outlining the project with clear steps
with measurable targets, incentives, measurements, and analysis. For example, a well-planed
and controlled change management process for IT services will dramatically reduce the impact
of IT infrastructure changes on the business. There is also a universal caution to practice
patience throughout this process and avoid shortcuts.
4. Provide Resources and Use Data for Evaluation

As part of the planning process, resource identification and funding are crucial elements. These
can include infrastructure, equipment, and software systems. Also consider the tools needed
for re-education, retraining, and rethinking priorities and practices. Many models identify data
gathering and analysis as an underutilized element. The clarity of clear reporting on progress
allows for better communication, proper and timely distribution of incentives, and measuring
successes and milestones.

5. Communication

This is the "golden thread" that runs through the entire practice of change management.
Identifying, planning, onboarding, and executing a good change management plan is
dependent on good communication. There are psychological and sociological realities inherent
in group cultures. Those already involved have established skill sets, knowledge, and
experiences. But they also have pecking orders, territory, and corporate customs that need to
be addressed. Providing clear and open lines of communication throughout the process is a
critical element in all change modalities. The methods advocate transparency and two-way
communication structures that provide avenues to vent frustrations, applaud what is working,
and seamlessly change what doesn't work.

6. Monitor and Manage Resistance, Dependencies, and Budgeting Risks

Resistance is a very normal part of change management, but it can threaten the success of a
project. Most resistance occurs due to a fear of the unknown. It also occurs because there is a
fair amount of risk associated with change – the risk of impacting dependencies, return on
investment risks, and risks associated with allocating budget to something new. Anticipating
and preparing for resistance by arming leadership with tools to manage it will aid in a smooth
change lifecycle.

7. Celebrate Success
Recognizing milestone achievements is an essential part of any project. When managing a
change through its lifecycle, it’s important to recognize the success of teams and individuals
involved. This will help in the adoption of both your change management process as well as
adoption of the change itself.

8. Review, Revise and Continuously Improve

As much as change is difficult and even painful, it is also an ongoing process. Even change
management strategies are commonly adjusted throughout a project. Like communication,
this should be woven through all steps to identify and remove roadblocks. And, like the need
for resources and data, this process is only as good as the commitment to measurement and
analysis.
 Change Management Models

1.LEWIN’S CHANGE MANAGEMENT

Lewin’s Change Management Model is one of the most popular and effective models
that make it possible for us to understand organizational and structured change. This
model was designed and created by Kurt Lewin in the 1950s, and it still holds valid
today. Lewin was a physicist and social scientist who explained the structured or
organizational change through the changing states of a block of ice. His model consists
of three main stages which are: unfreeze, change and refreeze. Let’s look at these stages
in detail:

 Unfreeze: The first stage of the process of change according to Lewin’s method involves
the preparation for the change. This means that at this step, the organization must get
prepared for the change and also for the fact that change is crucial and needed. This
phase is important because most people around the world try to resist change, and it is
important to break this status quo. The key here is to explain to people why the existing
way needs to be changed and how change can bring about profit. This step also involves
an organization looking into its core and re-examining it.

 Change: This is the stage where the real transition or change takes place. The process
may take time to happen as people usually spend time to embrace new happenings,
developments, and changes. At this stage, good leadership and reassurance is important
because these aspects not only lead to steer forward in the right direction but also make
the process easier for staff or individuals who are involved in the process.
Communication and time thus are the keys for this stage to take place successfully.

 Refreeze: Now that the change has been accepted, embraced and implemented by
people, the company or organization begins to become stable again. This is why the
stage is referred to as refreeze. This is the time when the staff and processes begin to
refreeze, and things start going back to their normal pace and routine. This step requires
the help of the people to make sure changes are used all the time and implemented
 even after the objective has been achieved. Now with a sense of stability, employees get
comfortable and confident of the acquired changes.

2.McKinsey 7 S Model

McKinsey 7 S Model or model is one of those few models that have managed to persist
even when others came in and went out of trend. It was developed by consultants
working for McKinsey & Company in the 1980s and features seven steps or stages for
managing change.

Stages

 Strategy – Strategy is the plan created to get past the competition and reach the goals.
This is the first stage of change according to McKinsey’s 7-S framework and involves the
development of a step-by-step procedure or future plan.

 Structure – Structure is the stage or attribute of this model that relates to the way in
which the organization is divided or the structure it follows.

 Systems – In order to get a task done, the way in which the day-to-day activities are
performed is what this stage is related to.

 Shared values – Shared values refer to the core or main values of an organization
according to which it runs or works.

 Style – The manner in which the changes and leadership are adopted or implemented is
known as ‘style’.

 Staff – The staff refers to the workforce or employees and their working capabilities.

 Skills – The competencies as well as other skills possessed by the employees working in
the organization.
 Benefits of this model

 This model offers ways and methods to understand an organization and get a deep
insight into the way it works.

 This model integrates both the emotional as well as the practical components of change
that is something that is important to create ways to enable employees deal with
transition easily.

 This model considers all parts to be important and equally worth addressing and thus
does not leave out some aspects that may be of importance.

 This model also offers directional factor to organizational change.

Disadvantages of this model

 Since all the factors are interrelated and interdependent on one another, the failing of
one part means failing of all and this is the greatest disadvantage of this model.

 This model is complex as compared to the others and differences are not focused upon
in it.

 Organizations that have used this model have experienced more cases of failure, and
this too can be considered as one negative associated with it.

3. Kotter’s change management theory

3. Kotter’s Change Management

Kotter’s change management theory is one of the most popular and adopted ones in the
world. This theory has been devised by John P. Kotter, who is a Harvard Business School
Professor and author of several books based on change management. This change
management theory of his is divided into eight stages where each one of them focuses
on a key principle that is associated with the response of people to change.
 Stages

 Increase urgency – This step involves creating a sense of urgency among the people so
as to motivate them to move forward towards objectives.

 Build the team – This step of Kotter’s change management theory is associated with
getting the right people on the team by selecting a mix of skills, knowledge and
commitment.

 Get the vision correct – This stage is related to creating the correct vision by taking into
account, not the just strategy but also creativity, emotional connect and objectives.

 Communicate – Communication with people regarding change and its need is also an
important part of the change management theory by Kotter.

 Get things moving – In order to get things moving or empower action, one needs to get
support, remove the roadblocks and implement feedback in a constructive way.

 Focus on short term goals – Focusing on short term goals and dividing the ultimate goal
into small and achievable parts is a good way to achieve success without too much
pressure.

 Don’t give up – Persistence is the key to success, and it is important not to give up while
the process of change management is going on, no matter how tough things may seem.

 Incorporate change – Besides managing change effectively, it is also important to

reinforce it and make it a part of the workplace culture.

Benefits of this model

 This is a step-by-step model that is easy to follow and incorporate.

 The main idea behind it is to accept the change and prepare for it rather than changing
itself.
 Disadvantages of this model

 Since it is a step-by-step model, no step can be skipped to reach the one after that.

 The entire process given in this model can be very time-consuming.

4) Nudge Theory

Nudge Theory or Nudge is a concept that finds use in behavioural science, economics,
and political theory but can be applied to change management in organizations and
businesses as well. This theory is mainly credited to Cass R. Sunstein and Richard H.
Thaler. Nudging someone or encouraging and inspiring them to change is the basic
essence of this theory. Nudge theory is not only helpful in exploring and understanding
existing influences but also explaining them to either eliminate them or change them to
an extent where positives may begin to be derived.

It is important to note that there are many unhelpful ‘nudges’ around which can either
be deliberate or may just be accidental. What this theory mainly seeks is to work upon
the management as well as the understanding of the many influences on human
behavior that lead to the changing people. It focuses on the design of choices which is
responsible for directing our preferences and influencing the choices that we make.
What this theory says is that choices must be designed in such a way that it can be
aligned with the way people think and decide.

As compared to other theories, Nudge Theory is more sophisticated in its approach and
is radically different from other ways of transitioning. This theory eliminates traditional
change methods like punishment enforcement and direct instructions. One of the main
benefits of this theory is that it takes into account the difference in feelings, opinions,
and knowledge of people and also considers the reality of the situation as well as the
characteristics of human nature and behaviour. It thus minimizes resistance from
employees of a company and is very well applied in several industries.
 5) ADKAR model

ADKAR model or theory of change is a goal-oriented tool or model which makes it

possible for the various change management teams to focus on those steps or activities
that are directly related to the goals it wants to reach to. The goals, as well as the results
derived and defined using this model, are cumulative and in a sequence. This means that
while using this model, an individual must get each of the outcomes or results in a
certain orderly fashion so that the change can be sustained and implemented. The
model can be used by managers of change to find out the various holes or gaps in the
process of change management so that effective training can be offered to the
employees. The following are some of the things for which this model can be used:

 To provide help and support to employees to go through the process of change or

transitioning while the change management is taking place.

 To diagnose and treat the resistance shown by employees towards change.

 To come up with a successful and efficient plan for the professional as well as personal
improvements of employees during the change.

ADKAR Model basically stands for

 Awareness – of the need and requirement for change

 Desire – to bring about change and be a participant in it

 Knowledge – of how to bring about this change

 Ability – to incorporate the change on a regular basis

 Reinforcement – to keep it implemented and reinforced later on as well.

Benefits of ADKAR Model

 The model offers the capability of Identification and evaluation of the reasons why
changes made are not working and why desired results are not being obtained.

 The model makes it possible for one to break the changes into different parts and then
figure out the point where change may not be as effective as planned.

 It offers both business dimension of change as well as people dimension of change.

6) Bridges’ Transition Model

Bridges ‘transition model was developed by William Bridges who is a change consultant,
and this theory came into the eye of the public after it was published in the book
“Managing transitions”. The specialty of this model or theory is that it concentrates and
focusses upon transition and not change as such. The difference between transition and
change may be subtle, but it is important to understand it. Where transition on one
hand is internal, change on the other is something that happens to people, even when
they don’t realize it. Transition is something that happens to people when they are going
through the change. Change can be instant, transition may take time.

The model focuses on three main stages that are given as follows:

 Ending, Losing, and Letting Go – When people are first introduced to change, they may
enter this first stage that is marked with resistance and emotional discomfort. Some of
the emotions experienced at this stage include fear, resentment, anger, denial, sadness,
frustration and most of all-disorientation. One has to realize that he/she is coming near
to a certain end so as to accept new beginnings.

 The Neutral Zone – This is the stage of uncertainty, impatience, and confusion. This
stage can be considered as the bridge between the old and the new when people are
still attached to the old but trying to adapt to the new. This stage is associated with low
morale and reduced productivity, and one may experience anxiety and scepticism as
well when going through this stage. But despite this, the neutral zone may also include
innovation, renewal and a burst of creativity.
 The New Beginning – When the neutral phase is passed through support and guidance,
the stage of acceptance and energy enters the picture. At this level, people begin to
embrace the change and understand its importance. They are beginning to build the
skills needed to reach the new goals and may start to experience benefits of the change
already. It is associated with high levels of energy, new commitment and a zest to learn.

7) Kübler-Ross Five Stage Model

The Kübler-Ross five stage model was developed by Elisabeth Kübler-Ross after she
pursued her research on the dying and death. This model is also thus known as the Grief
Model as it talks about the various emotional states and stages a person goes through
when he/she discovers that he/she may be nearing their end. The model can also be
applied to other life situations such as loss of job, changes in work and other less serious
health conditions. The model helps to understand and deal with personal trauma and
has been widely accepted worldwide. The following are the various stages that are
associated with the Kübler-Ross model:

 Denial – Denial is the first stage of the model and is a stage when one is unable to
accept the news. It is like a buffer or defense that a person tends to create due to the
inability to absorb the news. One may experience shock as well as a sense of numbness
during this stage and this happens because every person shows resistance towards
change and may not want to believe what is happening.

 Anger – When the news actually gets absorbed, then the first reaction is usually that of
anger. The denial converts into anger when one realizes that the change will actually
affect them and is for real. One starts looking for someone to blame during this stage.
For different people, there can be different ways of directing anger.

 Bargaining – The next step or stage involves bargaining so as to avail the best possible
solution out of the situation or circumstance. Bargaining is a way for people to avoid
ending up with the worst case scenario and is a natural reaction to avoid the extreme
change.
 Depression – When one realizes that bargaining isn’t working, he/she may end up
getting depressed and may lose all faith. This is the phase when one is not bothered by
anything and moves into a sad and hopeless state of mind. There are many ways to
observe or identify depression and some of them include low energy, non-commitment,
low motivation and lack of any kind of excitement or happiness.

 Acceptance – When one realizes that there is no point in being depressed or fighting
change, he/she may finally accept what is happening and may begin to resign to it. There
are different ways in people handle this stage. While some may begin to explore the
options left with them to make the most of the situation, others may just feel that no
option is left for them and may just resign to destiny.
Literature Review

Berger (1994) defined change management as "the continuous process of aligning an

organization with its marketplace and doing it more responsively and effectively than
competitors".

Lichtenstein (2000) opined that organizational change is a transformative change

through a complex adaptive system model of change, which consists of three stages:
increased organizing, tension and a threshold and newly emerging configuration. It a
movement of an organization fi-om the existing plateau towards a desired feature state
in order to increase organizational efficiency and effectiveness (George & Jones, 2002;
Cummings & Worley, 2005).

Vakola and Nikolaou (2005) define organizational change as the challenge to the way
things are normally done in an organization, which results in feeling of uncertainty
among individuals and stress about the potential failure of meeting the new situation. It
is also defined as intentionally generated response to environmental shift (Jimmieson
2004).

Scott (2003) describes organizations as systems open to their environments that change
as a natural and spontaneous response to a linear sequence of developmental events.
Change is an externally driven process, focusing on how organizations respond and
adapt to their environment to increase their legitimacy and chances for survival (Powell
& DiMaggio, 1983; Aldrich, 1999).
Organizational change has emerged over the past two decades as one of the most
prevalent topics of management theory and practice (Van de Ven & Poole, 1995:
Pettigrew et al., 2001; Doolin, 2003; Sturdy & Grey, 2003

Edmondson and WooUey (2003) discovered that variance in interpersonal climate and
behavioral norms across different work groups are likely to affect responses to a change
program or other organizational intervention.

George and Jones (2001) explored the interplay between affect and cognition. They
emphasized the key role played by individual affective processes in the change process
because change is initiated and implemented by the individuals in organizations.

Andrews et al. (2008) examined the usefulness of organizational change theory for
management practice. The researchers presented an exploratory and empirical study of
managers where they analyzed managers' subsequent experiences of organizational
change. It was found the complexities of managing change in practice reflect distinctive
organizational environments and cultures. The skills and knowledge which managers
found most useful were those that facilitated them to "make sense" of the
organizational change they subsequently experienced.

Adeyinka Tajudeen Hassan

Department of Business Administration and Marketing, Babcock University, Illsan-Remo,
Nigeria

Date Written: March 7, 2018

Change Management at organizational level has been conceived to be an important

aspect of successful change implementation programmes in modern organizations. In
order to benefit from the efficiency that appropriate management of change offers in
structured organizations, the study of management has ascribed importance to the
study of change management as a management concept. This study has attempted to
review existing literature on the subject. The study presented a conceptual analysis of
the concept of change and the principles developed by practitioners for the
management of change. A theoretical review of the concept was undertaken with focus
on the Kurt Lewin’s force field theory which has been generally accepted as the
theoretical foundation of change as attested by the acceptance of the theory as the
bases for all other theories of change and this ascribed the title father of change
management to Kurt Lewin. This study analyzed the basis of Kurt Lewin’s force field
theory built on three steps of Unfreeze, Change and Refreeze for an effective change
management programme. The Study adopted a case study research conducted by other
researchers to validate the effectiveness of the three stages of effective change
management as propounded by Kurt Lewin.
Trends to Get to Next Generation Change Management

1. Impact Focused vs. Activity Focused

Many Change Management Methodologies are activity based. The focus is on a lock-
step protocol where a Change Agent goes through a set of forms and checklists “to do”
Change Management. This will certainly keep Change Agents busy, but with today’s rate
of change, organizations can’t afford to have resources spend time on things that are
not delivering value and do not make an impact on the bottom line.

In Next Generation Change Management, resources are intentionally targeted and

Change Agents use their skills on interventions that will drive speed.

2. Implementation vs. Installation

When a project’s endpoint is declared at the point of cutover (premature project
completion) the key resources necessary to get to sustained behaviour change are
assigned to the next project. It may look like change, but it’s changes only at the surface
level. When behaviour doesn’t change, there is much more limited Return on
Investment. It’s the difference between Installation vs. Implementation.

In Next Generation Change Management, a project isn’t deemed complete unless it is

delivered on time, on budget, with all business, technical, and human objectives met.
3. Relationship Centric vs. Position Centric
Change Agents must have a high level of trust with both the Sponsors and the Targets of
a change. Trust and speed are functional. The higher the level of trust, the greater
the speed of implementation, and the fewer resources needed.

Next Generation Change Management is an exercise in power and politics, where

influence is used to achieve the needed business results. For this reason, skilled project
leaders employ three kinds of resources: SME’s who are the technical experts, Change
Agents with strong relationships (trust and credibility), and Change Agents with
implementation expertise.

4. Contracting vs. Chartering

Sponsor Contracting is an exchange of offers, wants, and needs that ensures Sponsors
are clear on what is expected of them at critical points in the project lifecycle. While
chartering is at project launch, contracting continues on throughout the project.
Chartering addresses the technical elements of the change, but does not identify the
behavioural objectives needed to achieve all the success metrics.

Change Agents who are skilled at Sponsor Contracting are better able to work with
Sponsors on those Express, Model, and Reinforce actions that move the project from
Installation to Implementation.

5. Integration with Project Management vs. Separate from Project

Management
Whether your organization uses Agile or a Waterfall approach, the end goal is benefit
realization. Project Management helps ensure a project is on time, on budget, to scope.
Change Management is the process, rigor, and discipline for the people side of a change.

In Next Generation Change Management, the principles, tools, and deliverables of

Change Management are blended with Project Management from the start in an
integrated effort to achieve full benefit realization.
6. Outcome Focused vs. Happy Faced Focused
Contrary to popular belief, Change Management is not about getting people to like a
change. There are too many changes out there that simply aren’t going to be liked.
Instead, the job of a Change Management practitioner needs to be about getting
business results. This is not a “happy face exercise.”

In Next Generation Change Management, actions are centred around delivering value
through focusing on those actions that drive behaviour change. Therefore, much more
time is spent “looking up” the organization rather than “looking down,” especially at the
beginning of the project.

7. Readiness vs. Resistance

Resistance is a function of the level of disruption of change. It is how people protect
themselves against changes in behaviours, reinforcement, work characteristics, power
and/or status. In any change, you have two options: You can either invest in Readiness,
or spend your resources managing resistance later.

8. Motivating to Change vs. Trying to Convince to Change

Is it better for a Change Agent to spend time working on a Communication Plan or with a
Sponsor on a Reinforcement Plan? A Communication Plan is important, but nobody
changes their behaviour just because an email went out saying they should.

One of the core principles of AIM states, “If you don’t change the Reinforcement, you
don’t get the change.” If you want to motivate people to change what they are doing,
you have to alter the Reinforcement. In the past, it was good enough to just tell people
what they needed to do, and they would do it. Those days are gone, and if your
organization wants to retain its top talent, then applying the appropriate
Reinforcements is the most efficient way to achieve the needed behavioural changes.
Organizational Change Management Strategies

In today's fast-paced, dynamic business environments, perhaps the only constant

professionals can rely on is change. Organizations must be nimble and willing to make
decisions quickly, and those that are able to do this will generally face a lot of change in
short periods of time. This change could be organization-wide or team-based, and might
stem from any number of factors, from technology to internal operating needs to
finances to politics.

While change can often be a good thing, it's something that many individuals are
uncomfortable with, or even fear. To many employees, hearing of coming changes
implies negative outcomes: the loss of a job; a new manager; a restructured team;
company-wide layoffs; reduced pay or benefits. As a leader, it's your responsibility to set
the tone for your team and prepare yourself for managing organizational change as
effectively as possible, helping your reports to understand and navigate this change as
best you can. This is no easy task, especially when you might not have all the necessary
information or have mixed feelings about the changes the organization is facing
yourself!

That being said, learning how to manage organizational change is a key component of
leadership. If you're facing changes within your business and want to learn more about
the change management process, here are some of the key organizational change
management strategies you can employ.
Managing Change in Organizations

1. Plan Carefully

Before you bring proposed change to your team, make sure you have a clear plan in
place that covers, at a minimum, when, how, and why the change is taking place. Ideally,
you'll have documented the tasks needed to get you to where you want to be, outlined
new or changing responsibilities for anyone affected, crafted a fully-developed timeline,
and come up with responses to address potential concerns.

2. Be as Transparent as Possible

One of the tricky parts about organizational change is that it will often arrive in phases,
or will involve a level of confidentiality on the part of the management team or certain
individuals. However, especially when the change will be a major one, it's helpful to be
as transparent as possible with your employees - even if you can't give them all of the
details, being upfront about the pieces you can share (and clearly explaining their
impact) will go a long way towards helping your staff feel more comfortable.

3. Tell the Truth

This is an easy rule to follow when your change is clearly positive; when the change is in
response to challenging circumstances or will result in short-term negative outcomes,
this becomes trickier. However, being honest with your staff to the extent that you're
able to is usually the best route: sugar-coating, presenting things in an overly optimistic
way, and promising unrealistic outcomes will just make your staff suspicious and
distrustful of your motives. While it's important, as a manager, to present an optimistic
front to your team, do so in a way that acknowledges potential challenges and
drawbacks.

4. Communicate

Keep the lines of communication open between you and your employees. Take the time
to explain why the change is happening, and what it will look like in practice. Make
yourself open to questions, hold team meetings, and invite your reports to come see
you and talk through their concerns or thoughts in a neutral atmosphere.
5. Create a Roadmap

Help your employees understand where the organization is, where it's been, and where
it's going. How does the change play into the business's history, and how is it going to
shape its future? Laying this out clearly will demonstrate the thought and strategy
behind the change, and will help staff see how it fits into, or is evolving from, the
business model they've become accustomed to.

6. Provide Training

When the change involves shifts in technologies or processes, provide adequate training
for your employees to help them master the new way of doing things. And make sure
that you convey that this training will be available when the change is announced, so as
to avoid employees feeling like they'll be left behind due to lack of skill or experience.

7. Invite Participation

Although this won't always be possible, giving employees the opportunity to participate
in, or give feedback on, decisions can be a really positive strategy. Employees will be
grateful for the chance to make their voices heard, and it can also be a great way to get
different perspectives and understand impacts you might not have thought of
otherwise.

8. Don't Expect to Implement Change Overnight

A longer, more strategic rollout is almost always the best option, rather than a hasty
shift in direction. Not only will you give your employees a chance to adjust to the
change, you'll be able to answer questions and address any issues well in advance of the
change going into place. Additionally, people are generally slow to adopt new habits, so
this will give your staff a chance to familiarize themselves with the new way of doing
things and gradually phase out old practices in a more natural way.

9. Monitor and Measure

Once the change process is in motion, it's important to maintain consistent oversight
over implementation and rollout to ensure that things go smoothly and that you'll
ultimately be successful. Keep a close eye on potential problems, and address any issues
in a timely manner. Define metrics to measure success, and continually monitor them to
make sure that you're staying on track. And continually touch base with key
stakeholders to gauge their perceptions and get any relevant feedback.

10. Demonstrate Strong Leadership

Above all else, remember to go back to basics and focus on maintaining and
exemplifying the qualities of a great leader. Inspire your team; demonstrate strategic
thinking; be open-minded and flexible; and show your team that they can depend on
you to have their best interests at heart. A strong leader can help their team weather
the storms of change with confidence and clear-sightedness, no matter how challenging
they might be.