Change the people or change the People!

There are many change management models used in organizations to accelerate the deployment of any initiative (including lean six sigma/CI). GE's CAP (Change Acceleration Process), Kotter's 8 step model, ADKAR, AIM etc are among the widely used models. The steps of the above models are illustrated below.

If we have to take the gist out of all the models, the change practitioner would (more or less) follow these 5 (simple!) steps.

I would like to call this the "KM Change Model" (just kidding!)

1. Create the compelling need (or burning platform) for Change: The change practitioner needs to create the burning desire in the employees to change i.e. build a strong business case that appeals not just to the mind but to the heart as well. A good concept to use here would be Simon Sinek's Golden Circle. To quote him "people buy "WHY" you do not "WHAT" you do". Change practitioners need to think inside out rather than outside in - start with "WHY" rather than "WHAT".

Simon's TED talk can be found here: https://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action?language=en&

A Threat vs. Opportunity matrix also would help.

2. Build a vision/road-map for Change: Now that we have created the need, we also need to have a plan/road-map (starts with a vision) on how to achieve the change, what would change look like and possible obstacles/risks associated with the change. Not all the i's and t's need to be dotted at this point but should not be left vague as well. At a bare minimum, steps, milestones and timelines should be broadly defined.

3. Build a coalition for Change: This goes without saying, we need to build a coalition for change to happen - we need the "early adopters" and we need enough of them so that they can get the "early majority". Steps 2 and 3 can happen to some extent in parallel depending the change.

A stakeholder analysis can also help here.

4. Implement Change (including quick wins): If steps 1, 2 and 3 are done properly, this step should not be difficult. Step 2 would need refining as we make progress and the key here is to incorporate the lessons learned along the way and also from past implementations.

5. Institute and Sustain Change: Needless to say, Institutionalizing and Sustaining the change so that the process doesn't revert back is critical for any change. Depending on the change, HR, IT, etc need to be involved as well (goes back to step 2). A robust control plan should be built in after institutionalizing the change.

Encompassing all the steps is COMMUNICATION. There is no such thing as over-communication. Transparency in communication (at all levels) is the key for the success of any change.