White Paper Chage Maagemet Theories ad Methodologies I today s dyamic busiess eviromet, orgaizatioal chages ad methods of addressig them are prevalet as we seek to stabilize ad sustai trasformatio across locatios. The way busiesses maage chage ad how successful they are at it, depeds largely o the ature of busiess, the chage ad the people ivolved. It is also depedet o how well the orgaizatio ad people uderstad the eed for the chage ad the process ivolved. Applyig chage maagemet activities ca be istrumetal i realizig goals for plaed ad uplaed chages both iterally ad exterally. It also helps diagose problems associated with the trasitio before they become a crisis. Therefore, it is essetial to first uderstad some of the theories ad methodologies pertaiig to chage maagemet. This paper primarily focuses o: Chage maagemet ad its impacts. Various chage maagemet theories ad methodologies available. The best suited approach for your situatio.
About the Author Fabia McLea Bourda, MBA, SPHR, PMP Ms. Bourda leads TCS HR Strategy ad Trasformatio Practice, which icludes Orgaizatioal Chage Maagemet aroud ERP solutios. She has extesive Huma Capital Maagemet (HCM) ad people maagemet capabilities i systems, processes, strategy, ad trasformatio ad is kowledgeable i Oracle HCM ad some iche applicatios. She has over 20 years of progressive seior maagemet experiece workig with ad ifluecig Fortue 500 C-level executives i the area of huma capital maagemet icludig orgaizatioal chage maagemet. She holds a Executive MBA degree i Strategic Leadership ad Iteratioal Maagemet from The Uiversity of Texas, Dallas. She also holds two Bachelor degrees ad a Master degree, as well as professioal certificatios i huma resources (SPHR) ad project maagemet (PMP). She has bee teachig at colleges ad uiversities i Caada ad the U.S. sice 1990. 2
Table of Cotets 1. Defiig Chage Maagemet 4 2. Uderstadig Chage 4 3. Plaig Chage 8 4. Leadig Chage 12 5. Maagig Chage 14 6. Coclusio 15 3
Defiig Chage Maagemet Chage Maagemet is a commo buzz word i today s busiesses. With costatly evolvig busiess goals ad strategies, chage is ievitable ad maagig chage is essetial. Chage maagemet is also used as a catch-all for project activities that may otherwise be overlooked. It is thus importat to uderstad what it is ad how to use it to be effective i the disciplie. Chage maagemet is a structured approach for esurig that chages are thoroughly ad smoothly implemeted ad for achievig lastig beefits of chage. The chage maagemet focus is o the wider impacts of chage, particularly o people ad how they, as idividuals ad teams, move from the curret state to the future state. The chage could rage from a simple process chage to a major system chage to achieve the orgaizatio s potetial. There are two types of chage maagemet programs: Systematic orgaizatio-wide chage iitiative that ivolves a orgaizatio-wide trasformatio effort. Specific iteral chage maagemet or chage cotrol program that ivolves providig tools ad processes to cotrol daily operatioal or project-specific chages. Both these programs use similar tools but have differet goals ad priorities. They are equally importat for the orgaizatio s success. Orgaizatioal chages happe aturally i projects. By defiitio, projects are chagig the state of thigs ad will, most likely, iclude processes ad procedures. Chage maagemet differs from project maagemet i its ultimate objective. Project maagemet is restricted to the applicatio of a set of tools ad processes by a small group of professioals to achieve project goals. O the other had, chage maagemet emphasizes o the people side of chage ad targets leadership at all levels of a orgaizatio icludig executives, seior leaders, middle maagers, supervisors, ad staff. Uderstadig Chage Chage maagemet represets a large ad rapidly growig disciplie that is beig icreasigly deployed o a global scale by all types of orgaizatios. It refers to a structured approach that facilitates the adoptio of chage by groups ad idividuals withi a orgaizatio. The process of how orgaizatios chage draws o may disciplies from psychology ad behavioral sciece to egieerig ad systems thikig. The uderlyig priciple is that chage does ot happe i isolatio. It impacts the whole orgaizatio ad each idividual associated with it. Chage Maagemet Perspectives It is importat to ote that orgaizatios are ot the oes that chage; it is the people withi orgaizatios that chage. Therefore, the success of the project ultimately is measured by the differece i work doe by each idividual multiplied by the umber of employees impacted by the chage. Cosequetly, effective chage maagemet requires a uderstadig for, ad appreciatio of how oe perso makes a chage successfully. Without a idividual perspective, chage maagemet amouts to activities performed without goals or outcomes achieved. 4
ADKAR Model Maagig orgaizatioal chage starts with uderstadig how to maage chage with a sigle perso. Amog the tools available to drive idividual chage, the ADKAR model developed by Prosci, the world leader i chage maagemet research ad cotet creatio, is commoly used. ADKAR is a acroym for Awareess, Desire, Kowledge, Ability, ad Reiforcemet. I priciple, to make a chage successfully a idividual eeds: Awareess of the eed for chage Desire to participate ad support the chage Kowledge o how to chage Ability to implemet required skills ad behaviors Reiforcemet to sustai the chage ADKAR describes successful chage at the idividual level ad outlies the goals or outcomes of successful chage. It is a effective tool for plaig chage maagemet activities, diagosig gaps, developig corrective actio, ad supportig maagers ad supervisors. Chage Theorists The theory of chage defies the buildig blocks required to achieve log-term goals. There are may theories o how to coduct chage. May of these theories origiate from leadership ad chage maagemet guru, Joh P. Kotter. Nevertheless, accordig to Etrepreeur magazie, all process models are derived from the model of orgaizatioal chage by Kurt P. Lewi. Aother popular ad powerful model used to uderstad the stages of persoal trasitio ad orgaizatioal chage is The Chage Curve, attributed to Elisabeth Kübler-Ross. Kotter's 8-Step Chage Model Kotter itroduced his eight-step chage process i his 1996 book, Leadig Chage. He suggests that for chage to be successful, 75 percet of a compay's maagemet eeds to buy ito the chage, ad he itroduces a actioable eight-step process for implemetig successful trasformatios. Step Name Descriptio Step 1 Establishig a sese of urgecy Help others see the eed for chage ad they will be coviced of the importace of actig immediately Step 2 Creatig the guidig coalitio Assemble a group with eough power to lead the chage effort Ecourage the group to work as a team Step 3 Developig a chage visio Create a visio to help direct the chage effort Develop strategies for achievig that visio Step 4 Commuicatig the visio for buy-i Make sure as may as possible uderstad ad accept the visio ad the strategy Step 5 Empowerig broad-based actio Remove obstacles to chage, chage systems or structures that seriously udermie the visio Ecourage risk-takig ad o-traditioal ideas ad activities 5
Step Name Descriptio Step 6 Geeratig short-term wis Pla for achievemets that ca easily be made visible Follow-through with those achievemets ad recogize ad reward employees who were ivolved Step 7 Never lettig up Use icreased credibility to chage systems, structures, ad policies that are ot aliged to the visio Hire, promote, ad develop employees who ca implemet the visio Reivigorate the process with ew projects, themes, ad chage agets Step 8 Icorporatig chages ito the culture Articulate coectios betwee ew behaviors ad orgaizatioal success Develop meas to esure leadership developmet ad successio Kotter s steps are based o a solid foudatio of commuicatio, empowermet, ad focus. Followig the chage, it is importat to embed ew approaches so that people do ot revert to old habits. Moitorig, feedback, ad itervetio are ecessary for a period after the chages have occurred. Lewi's 3-Stage Model of Chage Table 1 - Kotter's 8-Step Chage Model Oe of the corerstoe models for uderstadig orgaizatioal chage was developed i 1947 by Kurt Lewi, a physicist ad social scietist. His model, which still holds true eve today, is kow as Ufreeze Chage Refreeze ad refers to the three-stage process of chage. He described orgaizatioal chage usig the aalogy of the chagig shape of a block of ice. Stage Ufreeze Descriptio Prepare the orgaizatio to accept that chage is ecessary Break dow existig status quo to build up a ew way of operatig Develop compellig messages for why the existig way of doig thigs caot cotiue Challege the orgaizatioal beliefs, values, attitudes, ad behaviors Expect ucertaity Chage Refreeze People begi to resolve their ucertaity ad look for ew ways to do thigs People start to believe ad act i ways that support the ew directio They take time to embrace the ew directio ad participate proactively i the chage They eed to uderstad the beefits of the chage Realize that ot everyoe will fall i lie just to support the chage ad its beefit Chages begi to take shape ad people embrace the ew ways of workig Outward sigs iclude a stable orgaizatio chart, cosistet job descriptios, ad so o Chages are iteralized or istitutioalized through icorporatio ito everyday busiess Ackowledgemet of people s efforts reiforces their belief i future chages Celebratio of the success of the chage helps people fid closure Table 2 - Lewi's 3-Stage Model of Chage 6
Lewi's chage model is a simple ad easily uderstood framework for maagig chage through three distict stages. It starts with creatig the motivatio to chage (ufreeze) ad moves through the chage process by promotig effective commuicatio ad empowerig people to embrace ew ways of workig (chage). The process eds whe the orgaizatio returs to a sese of stability (refreeze), which is ecessary for creatig the cofidece to embark o the ext, ievitable chage. Each of the three phases also proposes specific activities that address motivatio, implemetatio, ad adherece to orgaizatioal chages. The Chage Curve The Chage Curve is based o a model origially developed i the 1960s by Elisabeth Kübler-Ross to explai the grievig process. It is a powerful model to describe the stages of persoal trasitio ivolved i most orgaizatioal chages. It helps uderstad how people will react to chage, provide assistace for their ow persoal trasitios, ad make sure they have the help ad support they eed. Table 4 lists the behaviors ad chage actios at every stage of the chage curve. Stage State Reactio Behaviors Chage Actios Stage 1 Status Quo Shock/Deial Itroductio to chage Reactio to challegig the status quo Tedecy to react egatively Commuicate ofte sice it is a critical stage for commuicatio Avoid overwhelmig people Provide tools to access more iformatio Take time to aswer questios Stage 2 Disruptio Ager/Fear Reality sets i Potetial fear of the impact Feeligs of ager Resist chage actively or protest agaist the chages Some wrogly fear the egative cosequeces of chage Some correctly idetify real threats to their positio Results i the orgaizatio experiecig disruptio Cascades ito chaos if ot carefully maaged Chage resistace leads to usuccessful chage Stressful ad upleasat stage Pla ad prepare carefully Cosider the impact ad objectios that people may have Address early with clear commuicatio ad support Take actio to miimize ad mitigate problems that people will experiece Pay close attetio to respod to the uexpected Stage 3 Exploratio Acceptace Pessimism ad resistace give way to some optimism ad acceptace Acceptace of chages ad lettig go of what was lost Provide support ad traiig Offer early opportuities to experiece what the chages will result i 7
Stage State Reactio Behaviors Chage Actios Testig ad explorig the impact of chages begis The reality of what is good ad ot so good ad how to adapt to it should be clear Build cotigecy time so people ca lear ad explore without too much pressure Stage 4 Rebuildig Commitmet Accept ad embrace the chages Rebuild ways of workig Observe the orgaizatio begi to reap the beefits of chage Track beefits Record lessos leared Celebrate success Table 3 - The Chage Curve Kowledge of the Chage Curve ca miimize the egative impact of the chage ad help people adapt to it more quickly. The availability of this iformatio ad providig the correct avigatio ca help accelerate chage ad icrease the likelihood of success. As orgaizatios mature, may develop egative patters, processes, ad habits that have led to the creatio of a etire idustry aroud orgaizatioal re-egieerig ad chage maagemet. There are may theories of orgaizatioal chage. The oe that will work best for a orgaizatio will deped o may thigs, icludig how resistat the orgaizatio is to chage. Plaig Chage I the past, chage maagemet carried with it the cootatio of beig the itagible activities udertake by the Huma Resources departmet. However, over the last decade, chage maagemet has emerged as a structured disciplie that busiess leaders are seeig as a 'must have' ad ot just a 'ice to have' whe major projects or iitiatives are lauched. Methodology Bechmarkig Results Sice 2001, Prosci has coducted logitudial bechmarkig studies o maagig the people side of chage. The 2012 report is the most comprehesive to date ad has bee used i cojuctio with earlier reports begiig from 2002 to focus o the value of plaig for chage to ascertai the most relevat key fidigs over time. 8
Fidigs Notes A structured approach cotributes to project success Nearly 60% of study participats utilized a structured approach Top selectio criteria is ease of use Orgaizatios cotiue to devote more resources ad positios to chage maagemet Whe to start chage maagemet activities I earlier studies, the use of a structured approach to chage maagemet was cited as the No. 2 cotributor to success (behid oly active ad visible executive sposorship) The studies showed a cotiued growth i those participats followig a particular chage maagemet methodology After a sigificat jump betwee 2003 (34%) ad 2005 (55%), the icrease was smaller but still sigificat i later years (72% i 2011) Nearly six i 10 projects are utilizig a structured chage methodology Participats cited a umber of factors they used whe selectig a chage maagemet methodology Overwhelmigly, the methodology s ease of use was the top selectio criteria Factors for ease of use icluded: Easy to implemet Easy to uderstad Easy to commuicate to others Simple Practical Structured ad systematic Logical Comprehesive ad holistic 36% i 2012 study idicated that their orgaizatio created a office or a fuctioal group aroud the disciplie of chage maagemet Overwhelmig bias toward iitiatig chage maagemet early i the project Table 4 - Prosci Best Practices i Chage Maagemet Bechmarkig Reports Summary Aggregate research cofirms that a structured approach to chage maagemet is beeficial as it moves orgaizatios away from merely reactig to resistace to chage to providig a solid framework for egagig ad mobilizig impacted employees. Methodologies that are easy to use ad easy to explai to others ca gai serious tractio ad become a vital compoet of the project activities. The awareess of the eed ad value of chage maagemet is icreasig at all levels of orgaizatios. 9
Chage Maagemet Methodologies Some researchers place the failure rate of orgaizatioal chage at as much as 70 percet, a uacceptable high. Cosequetly, it is ot surprisig that leaders are lookig for ways to reduce the risk ad curtail failure. Ufortuately, may leaders believe that simply by usig a chage maagemet methodology they are doig chage maagemet. A chage maagemet methodology helps a compay prepare for plaed ad uplaed chages. A methodology also helps mitigate risks by creatig a blueprit of how to proactively deal with oppositio or ay other problems that may arise durig ad after the implemetatio. The biggest risk is acceptace - Acceptace by employees, staff, maagemet, ad stakeholders should be the topmost priority whe iitiatig chage. Prosci's Chage Maagemet Methodology I 2002, followig their third chage maagemet bechmarkig study, Prosci developed a orgaizatioal chage maagemet process. It was developed based o research with over 1600 participats over te years. It is the amalgamatio of collective lessos leared by those itroducig chage aroud the globe. It is built i steps that a project team ca complete for a particular chage or iitiative supported. Phases Descriptio Notes Phase 1 Preparig for chage Aimed at gettig ready. Aswers the questio, How much chage maagemet does this specific project eed? Provides situatioal awareess that is critical for effective chage maagemet. Phase 2 Maagig chage Focuses o creatig plas that are itegrated ito the project activities what people typically associate with chage maagemet. Provides five plas that should be created to help idividuals move through the ADKAR model (idividual chage). Phase 3 Reiforcig chage Reiforcemet is most ofte overlooked Helps project teams create specific actio plas for esurig that the chage is sustaied. Project teams develop measures ad mechaisms to see if the chage has bee implemeted, if employees are doig their jobs the ew way, ad to celebrate success. Prosci s methodology itegrates idividual chage maagemet ad orgaizatioal chage maagemet to esure the achievemet of busiess results. This lik betwee idividual chage maagemet ad orgaizatioal chage maagemet is a key differetiator from most chage maagemet methodologies. TCS Orgaizatioal Chage Maagemet Compoets Table 5 - Prosci's Chage Maagemet Methodology TCS orgaizatioal chage maagemet objective is to provide a ifrastructure to support ad sustai chage throughout the program s multiple phases while embracig ad focusig o the orgaizatio s trasformative strategies. Implemetig ew processes ad chagig the orgaizatioal culture ca be challegig because it 10
requires trasformig how people work ad iteract. We have desiged activities to miimize the resistace to chage by egagig users i the chage program from the outset ad securig their commitmet to deliverig a successful outcome by takig them alog the user jourey which will be uique to each employee. TCS orgaizatioal chage maagemet approach brigs busiess chage at the orgaizatioal ad idividual levels to trasitio idividuals, teams, ad orgaizatios from a curret state to a desired future state. It takes a orgaizatioally holistic approach ad ecompasses services for chage eablemet, commuicatios, ad traiig. Compoet Descriptio Busiess Impact Review Stakeholder Maagemet Commuicatio Maagemet Chage Impact Review Orgaizatioal Chage Readiess Learig Maagemet Chage Adoptio Focus o busiess impacts ad related actios o process, people, orgaizatios, ad data Prioritize busiess risk ad degree of chage degree Alig executives ad employees with project objectives Ivolve stakeholders early ad throughout the project Articulate project beefits ad reasos Egage i leadig chage Iform ad ivolve employees at all levels of project activities ad ew expectatios resultig from desig Idetify chages to people, process, orgaizatios, ad data Create actios to address impacts of people, process, ad orgaizatio Develop actios to mitigate risks Prepare for large scale orgaizatio ad site levels chages Esure the process, people, ad orgaizatioal chages are addressed to meet budget ad schedule o time Ivolve SMEs early i process Trai ed users ad maagemet to operate i the ew way of workig (process, orgaizatio, ad system) as well as the ew applicatios Moitor chage awareess, uderstad owership with stakeholders ad ed users throughout project Develop risk assessmet ad prioritize challeges ad risks Table 6 - TCS Orgaizatioal Chage Maagemet Compoets 11
TCS approach acclimates the cliets culture, key stakeholders, orgaizatioal style, ad the appetite for chage to desig a program that will overcome fear, ucertaity, doubt, iertia, ad resistace. It is desiged to effectively egage the right people without iterruptio of o-goig busiess ad system implemetatio activities. The itegratio of chage maagemet activities with the process desig esures a smooth busiess trasitio, avoids possible busiess delays, ad achieves the full beefits eabled by processes ad techology chages. Chage maagemet is a very broad field ad its approaches will vary widely depedig o the orgaizatio ad specific project. May orgaizatios ad cosultats subscribe to a formal chage maagemet methodology that provide toolkits, checklists, ad outlie plas of what eeds to be doe to maage chages successfully. Havig a methodology is oly part of the solutio. Uless the people usig it have a uderlyig kowledge of the chage process, it ca be reduced to a set of check boxes ad activities that may or may ot eable log lastly chage. Leadig Chage To effectively lead chage, recogize that the chage itself does ot eed as much maagig as the people ivolved i it. To successfully maage ad lead people through ay type of chage, it helps to be aware of the differet ways people prefer to deal with chage, ad to realize that perceptios of the chage styles of others are colored by the leaders perceptio. Chage Owership Whe defiig chage maagemet objectives ad activities, it is very importat to coordiate closely with others who are ivolved by idetifyig owers resposible for chage. Owers may be project maagers, busiess maagers, ad the HR departmet. For example, who is resposible for idetifyig chage agets, who will defie the re-traiig pla, ad what will be the impact o chagig job descriptios ad employmet cotracts? Kowig who is resposible ad how thigs are orgaized will help defie the chage maagemet scope. Additioally, it will idetify the workig relatioship with other people required to brig about the chage. The chage maager s role is to ease the jourey towards ew ways of workig. The key to success is to create a sese of urgecy, recruit powerful chage leaders, build a visio ad effectively commuicate it, remove obstacles, create quick wis, ad build o mometum. These will help make the chage a part of the orgaizatioal culture. Commuicatig Chage Commuicatio plays a critical role i overcomig the fears ad cocers stimulated by chage. People are ofte cocered about the effect the chage will have o them. Ucertaity i a workig eviromet reduces productivity, therefore, it is importat to commuicate what is chagig ad why. There are three key subjects of commuicatio preset state, itermediate state, ad future state. 12
Subject Area Notes Preset state Future state Itermediate state Explai why the orgaizatio has to move away from the curret state, ad the dagers of stayig there. Uderstad the pressures that make it ecessary to chage. Describe why the curret state used to make sese, but the orgaizatio eeds to chage with the chagig eviromet. Clarify what will happe if the orgaizatio does ot chage. Idetify what the chage will mea for each idividual. Explai what the future will look like, why it will look like this ad the advatages. Idetify parts which are clear ad oes which are still hazy. Clarify what the future state will imply for the people i the compay. Commuicate to build cofidece. Express cofidece that although people may appear to be i a state that is completely out of cotrol, this state has bee accouted for i the plaig process. Explai that it is ecessary step o the path to the future state ad that the orgaizatio will soo move ito the future state. Show how the methodology will help reach the future state ad what thigs will look like alog the way. Table 7- Key Commuicatio Subjects Commuicatio is a ogoig process. As the chage process advaces, two thigs will happe people have ew questios ad ew ideas, ad they develop a better uderstadig of the itermediate ad fial states. I respose, people have to be kept updated with actual ad future states, ad their questios should be aswered. Commuicatio Vehicles The best method of commuicatio is for maagers to commuicate a well-prepared chage message ad accompayig support material to their direct reports. This process should start at the top of the orgaizatio ad be followed at each level. As a result, most people will first hear the chage message from their supervisor ad be able to ask questios, ad the eed to uderstad the message well eough to commuicate it to their team members ad, i tur, aswer their questios. This allows for a sigle message ad accompayig support material to be commuicated across the orgaizatio. Commuicatio ca be carried out i a variety of ways. Most people i the orgaizatio will have questios about the chage process which they may ot ask directly to their supervisor or colleagues, so it is helps to iclude some mechaism i the commuicatio process by which people ca ask questios aoymously or off the record. Additioally, a feedback process is importat to make sure that the commuicatio process is meetig its objectives. 13
Chage Maagemet Activities The rage of possible chage maagemet activities is broad. The key here is to idetify the tasks that are ecessary to give chage the greatest chace of success. The key activities ivolved i maagig chage iclude: No. Key Activities 1 Esure clear expressio of the reasos for chage ad help the sposor commuicate. 2 Idetify chage agets for specific chage activities, such as desig, test, ad problem solvig. 3 Assess all the stakeholders ad defie the ature of sposorship, ivolvemet, ad commuicatio. 4 Pla the ivolvemet ad project activities for the chage sposor or agets. 5 Pla how ad whe the chages will be commuicated ad delivered. 6 Assess the impact of the chages o people ad the orgaizatio's structure. 7 Pla activities eeded to address the impact of the chage. 8 Esure that people ivolved ad affected by the chage uderstad the chage process. 9 Esure those ivolved or affected have help ad support durig times of ucertaity or upheaval. 10 Assess traiig eeds drive by the chage ad pla whe ad how this will be implemeted. 11 Idetify ad agree o the success idicators for chage, ad esure they are regularly measured ad reported. Table 8 - Key Chage Maagemet Activities The overall success of a orgaizatio's chage is iflueced by activities that iclude fidig executive sposorship for orgaizatioal chage, developig a clear visio of the desired orgaizatioal chage, creatig a itegrated commuicatio ad chage maagemet strategy, ad creatig strog employee motivatio for makig orgaizatioal chage. Maagig Chage Whe approached with maagig chage, it is importat to bear i mid that chage maagemet focuses o people ad is about esurig that chage is systematically ad lastigly implemeted. Failure of Chage There is o deyig that chage is tough. Whe plaig chage, while most people look for how-to tips, it is equally importat to look at why chage fails to complete the solutio. A discussio forum o ecademy.com idetified seve key reasos why chage fails, similar to those idetified by Kotter at Harvard 15 years ago. These reasos ad their impacts are idicated i Table 11. 14
No. Reasos for Failure 1 The orgaizatio is ot clear about the reasos for the chage ad the overall objectives Plays ito the hads of vested iterests 2 The orgaizatio fails to move quickly from speech to actio Leads to mixed messages ad gives resistace a better opportuity to focus 3 Leaders are ot prepared for the chage i maagemet style required to maage a chaged busiess or oe where chage is the orm Metality of "ow we are goig to chage ad the we will get back to ormal" causes failure Chage is a costat; so a oe-off program, which presumably has a start ad a fiish, does ot address the log-term chage i maagemet style 4 The chose chage methodology or approach did ot suit the busiess Pile methodology upo methodology ad program upo program For example, a orgaizatio implemets Six Sigma, balaced scorecard, ad IIP methodology all at the same time 5 The orgaizatio has ot bee prepared ad the iteral culture 'pushed back' agaist chage 6 The busiess 'rammed' certai fuctios with little regard to the overall objectives Chages oe part of the process ad ot cosidered the impact up or dowstream Causes paic ad the orgaizatio looks for a quick wi or tries to declare victory too soo 7 Leaders set strategic directio for the chage ad the they remaied remote from the chage, leavig the actual chage to less motivated people Table 9 - Key Chage Maagemet Activities This list is a ivaluable diagostic tool for idetifyig why ad where resistace is takig place, givig a opportuity to defuse resistace through correctio. Eve oe occurrece i isolatio will make the chage program icosistet ad aggravate resistace. Advace plaig ad stakeholder maagemet will avoid some of these pitfalls. It is hard work to chage a orgaizatio successfully. With careful plaig ad buildig the proper foudatio, implemetig chage ca be much easier ad improve the chaces of success. Coclusio The cocept of chage maagemet is familiar i most busiesses today. However, the way busiesses maage chage ad how successful they are at it, varies greatly depedig o the ature of the busiess, the chage, ad the people ivolved. Chage maagemet is the applicatio of a structured process ad tools to eable idividuals or groups to trasitio from a curret state to a future state i order to achieve a desired outcome. Whe chage maagemet is carried out well, people feel egaged i the chage process ad work collectively towards a commo objective. The outcomes are chage projects that realize beefits ad deliver results. 15
A chage maagemet methodology is a key tool for maagig chage. It is a structured set of steps for plaig ad implemetig orgaizatioal chage. Like other methodologies, (for example, project maagemet, busiess process re-egieerig) chage maagemet provides a cosistet framework for decisio-makig ad guides the activities of the chage leaders. Maagig chage requires a leadership team with project maagemet, commuicatio, ad aalytical skills with a high degree of result orietatio. A effective chage maager will prepare the orgaizatio for chage i the early stages of project defiitio ad stakeholder review by respodig to their apparet resistace. Whe people become more aware of their ow ad other s prefereces whe dealig with chage, uderstadig ad acceptig the differeces will icrease across the orgaizatio. This resultig acceptace ad valuig of differeces is what separates dyamic orgaizatios that embrace chage from orgaizatios that simply react to chage to try ad stay competitive. Chage is a commo thread that rus through all busiesses regardless of size, idustry, ad age. The world is chagig fast ad, as such, orgaizatios must chage quickly too. Orgaizatios that hadle chage will thrive, while those that do ot may struggle to survive. Refereces [1] Coelly, M. (.d.). Kurt Lewi Chage Maagemet Model. Retrieved Jauary 2013, from Chage-Maagemet-Coach.com: http://www.chage-maagemetcoach.com/kurt_lewi.html [2] Ecademy. (.d.). Chage Maagemet. Retrieved Jauary 2013, from The Social Busiess Network: http://www.ecademy.com/ [3] Homji, K. F. (2010). Busiess Process ad Chage Maagemet Offerigs for Addressig Issues i the Retail Supply Chai. Gurgao: Tata Cosultacy Services. [4] Kotter Iteratioal. (.d.). The 8-Step Process for Leadig Chage. Retrieved Jauary 2013, from Kotter Iteratioal: http://www.kotteriteratioal.com/ourpriciples/chagesteps/chagesteps [5] Kotter, J. P. (1996). Leadig Chage. Bosto: Harvard Busiess Press Review. [6] Mid Tools Ltd. (.d.). The Chage Curve. Retrieved December 2012, from Mid Tools: http://www.midtools.com/pages/article/ewppm_96.htm [7] Mittal, R., Batra, T., Luthra, D., & Maheshwari, U. (2012). Effective Chage Maagemet: A Idispesable Igrediet of Successful. TCS. [8] Prosci Ic. (2007). Best Practices i Chage Maagemet. Colorado. [9] Prosci Ic. (2007). Prosci Chage Maagemet Toolkit. Retrieved December 2012, from Chage Maagemet Learig Ceter: www.chage-maagemet.com [10] Prosci Ic. (2011). Best Practices i Chage Maagemet. Colorado. [11] Prosci Ic. (2012). Best Practices i Chage Maagemet. Colorado. [12] Tata Cosultacy Services Limited. (.d.). Busiess Process & Chage Maagemet. Retrieved Jauary 2013, from Tata Cosultacy Services: http://www.tcs.com/offerigs/cosultig/busiess-process-chage-maagemet/pages/default.aspx [13] Towers Watso. (2012). 2011-2012 Chage ad Commuicatio ROI Study: Clear Directio i a Complex World. 16
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