by Rick Draker
Change management, simply, is the process of planning for and coordinating change in an orderly and systematic manner. But, it is not always simple, not where people are involved, and where change requires acceptance by those people.
Managing change involving equipment, technology, process, or product usually involves people-your staff- and reactions to change will vary: outright resistance, reluctant acceptance, acceptance, and just wait and it will go away. Only the ‘working acceptance’ will allow the change to happen as it should. Other reactions have to be dealt with and the sooner the better. That involves a good change management program.
Resistance to Change
Resistance to change has many faces:
- resentment- why change? It isn’t broke, leave it alone
- apathy- it does not really matter; it will be the same old thing.
- denial-no need, no benefit, why bother
- vested interests negatively affected-someone’s position or status will be reduced
Any, or all, of these can derail any effort to achieve positive change. Recognizing and dealing with resistance is critical to a successful change management process.
Elements of Successful Change Management
The following elements are some of the components that make a successful change management program:
- involve employees and managers from the start
- identify champions of change
- understand the culture of the organization (norms, values, behaviors)
- tell a compelling story for change: the problem (risks)=====>the solution/change (change) =====>the benefits (rewards)
- constant, meaningful support (adequate resources) to effect positive change
- incentives and rewards
- people held accountable
Approaches to Change Management
There are many models or approaches to change management:
- Lewin’s Change Management Model (Lewin, 1947)
- Empirical-Rational, Normative-Reeducative, Power-Coercive (Bennis et al, 1969)
- McKinsey 7S Model (Waterman et al, 1978)
- Kotter’s 8 Step Change Model (Kotter, 1996)
- Prosci© ADKAR© Model (1999)
- Environmental-Adaptive (Nickols, 2004)
Whichever change model or strategy is chosen, it will contain, to some degree, in some manner, those elements of successful change management outlined earlier.
What DrakerCody Provides
DrakerCody, Inc. will help you navigate the vagaries of the “witch of change”! We will help you initiate and apply the elements of a successful change management program. We use a flexible adaptation of several models such as the empirical-rational, normative-reeducative, and power-coercive strategies (Bemis et al), together with the Nickols environmental-adaptive model. Typically a combination of these strategies is required to effect a positive and workable change management program.
Often, managing change goes hand-in-hand with business process reengineering (BPR) or continuous process improvement (CPI) programs. DrakerCody can incorporate a change management process with any BPR or CPI project we undertake.
Call DrakerCody to discuss your situation and what we can do for you and your organization!
- William G. Bennis, Kenneth D. Benne and Robert Chin (eds.), The Planning of Change, Holt, Reinhart and Winston, New York, 1969.)
- John Kotter, Leading Change, Harvard Business School Press, 1996.
- Kurt Lewin, Frontiers in Group Dynamics: Concept, Method and Reality in Social Science; Social Equilibria and Social Change, Human Relations June 1947 1: 5-41.
- Fred Nickols, Change Management101: A Primer. 2004
- Prosci, ADKAR Model for Change, 1999
- Robert H. Waterman Jr., Thomas J. Peters, and Julien R. Phillips. 1980. Structure Is Not Organization, Business Horizons 23, no. 3: 14.