CHANGE really is the only constant
With CHANGE, comes disruption:
- dis·rupt \dis-ˈrəpt\
a : to break apart
b : to throw into disorder
- : to interrupt the normal course or unity of
When your organization undertakes projects or initiatives to improve performance, seize opportunities or address key issues, those projects often initiate change: to processes, job roles, organizational structures and types and uses of technology.
Once a decision to change is reached, it is the employees of your organization who ultimately have to change how or what they do in their jobs to bring about this new way of doing. If these individuals are unsuccessful in their personal transitions—if they don’t embrace and learn a new way of working—the initiative will fail.
If, however, employees learn to embrace and adopt changes required by the initiative, it will deliver, and often exceed, the expected results. Anticipating and managing change can become a core competency within the enterprise. This is the process of Adaptive Growth that resides at the heart of successful organizations. It's in their DNA.
When this reality impacts you and your team, the application of proven methodologies
by professional practitioners can make all the difference.
Q: What stage of change are you in?
Leaders and teams that proactively prepare for change are often seen as VISIONARY.
Adaptive Growth Strategies works with clients at this stage to assess, strategize and execute to bring about desired organizational outcomes.
Through deep understanding of the unique characteristics and needs of the impacted groups, clients experience a right sizing of their change initiative. Managing change at the beginning offers the best predictor of success.
If change management is started later in the project cycle, activities will be an add-on to the project, and change management plans will be integrated with the remaining activities of the project team. Close alignment of communications and executive sponsorship are crafted along with effective and personalized training and coaching for individual change agents and team members.
This stage of change management may require the diagnosis of gaps hindering effective change and a more aggressive approach to managing resistance. Late-stage change management often requires implementation of corrective action to make thorough and lasting change.
There is great opportunity, though, for success at the later stages of change. Implementing a plan for success will allow teams and organizations to not only survive, but to thrive as productive examples of critical adaptation.
THE THREE LEVELS OF CHANGE MANAGEMENT ACROSS YOUR ORGANIZATION
Regardless of the timing of your change management initiative, all successful change projects will span the breadth of your organization across three levels:
Individual Change Management
While it is the natural psychological and physiological reaction of humans to resist change, we are actually quite resilient creatures. When supported through 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 do people need to hear when and from whom, when the optimal time to teach someone a new skill is, how to coach people to demonstrate new behaviors, and what makes changes “stick” in someone’s work.
Individual change management draws on disciplines like sociology, psychology, and neuroscience to apply actionable frameworks to individual change.
Organizational/Initiative Change Management
While change ultimately happens at the individual level, it is often impossible for a project team to manage change on a person-by-person basis. 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 who are impacted by a project.
Organizational change management then involves creating a customized plan for ensuring impacted employees receive the awareness, leadership, coaching, training and feedback they need in order to change successfully. Driving successful individual transitions should be the central focus of the activities in organizational change management.
Organizational change management is complementary to your project management. Project management ensures your project’s solution is designed, developed and delivered, while change management ensures your project’s solution is effectively embraced, adopted and used.
Enterprise Change Management Capability
Enterprise change management is an organizational core competency that provides competitive differentiation and the ability to effectively adapt to the ever-changing world. An enterprise change management capability means effective change management is embedded into your organization’s roles, structures, processes, projects and leadership competencies.
The end result of an enterprise change management capability is that individuals embrace change more quickly and effectively, and organizations are able to respond quickly to market changes, embrace strategic initiatives, and adopt new technology more quickly and with less productivity impact.
This capability does not happen by chance, however, and requires a strategic approach to embed change management across an organization.
Some content, materials and logos adapted from ProSci