Defining Change Management

Part 1 - Defining Change Management

 While Change Management may seem like as relatively new concept for many readers it has been around for more than fifty years. In comparison Project Management has been in existence for over a century. It should come as no surprise that the discipline of Change Management is trailing in awareness, maturity, certifications, educational programs and acceptance and incorporation in most projects and within organizations. The roots of Change Management are also much different than those of Project Management and I’ll talk about that in the next article. But given the value and importance of change management in the success of projects and business transformation we will see the discipline of change management accelerate in maturity and it will become a part of the daily vocabulary for those engaged in project work and for those driving new initiatives through the organizational network.

The Change Management Journey

 In the next five articles I will take you on a journey through the beginnings of change management and then walk you through current practices in this interesting and impactful profession. You don’t need to be a change practitioner or change agent to get something out of this; in fact it is those who are not immersed in the discipline of Change Management that stand to gain the most.

 If you are experiencing or maybe even fearing business process changes, new systems roll-outs, competitive and market pressures to be more efficient and productive, then you are aware of the human stress that is a product of change. No matter your role, change management can either help you to be successful in guiding and coaching others through the transition or to help you accept the changes happening within your own environment.

Here’s an overview of this series

1. Change Management Defined
2. The History of Change Management
3. Approach to Change Management
4. Success Factors and Challenges within Change Management
5. A Primer on the ADKAR Model

 Change Management according to Webster

 Webster’s Dictionary defines change management as - a set of techniques that aid the evolution, composition and policy management of the design and implementation of an object or system.

 This sounds a bit clinical and definitely not very people friendly. So I went looking for a more applicable definition and I found the following on Wikipedia:

From the collaborative platform of Wikipedia

Change Management is a collective term for all approaches to prepare and support individuals, teams, and organizations in making organization change. The most common drivers include: technological evolution, process reviews, crisis, and consumer habit changes; pressure from new business entrants, acquisitions, mergers, and organizational restructuring. It includes methods that redirect or redefine the company or organization. Organizational change management (OCM) considers the full organization and what needs to change while change management may be used solely to refer to how people and teams are affected by such organizational transition. It deals with many different disciplines, from behavioral and social sciences to information technology and business solutions.

That’s a better definition but it is still a bit wordy so I went off in search of something crisper to share and I found it on the Prosci.com website.

Prosci clarifies change management

Change management is the process, tools and techniques to manage the people side of change to achieve the required business outcome. Change management incorporates the organizational tools that can be utilized to help individuals make successful personal transitions resulting in the adoption and realization of change.

 Change one person at a time

 I like the definition Prosci subscribes to. It’s about the transformation of one person at a time. Begin with the individual and eventually you will achieve team, department and organizational buy-in. The task is less daunting when you take small steps at a personal, one to one connection. Listening, empathy, and understanding are what a person needs from you to navigate change. If you provide that to them the barriers come down, the trust in you as a conduit toward their future safe place builds, and through the momentum of one you build to many until all are on board. I’ll have plenty to say about Prosci and their Change Management methodology as this series progresses.

 So now that we have a workable definition of what change management is we can begin to appreciate the value that it brings in achieving project success or the business transformation objectives. Remember it is people focused, dependent on the soft-skills of communications, listening, empathizing and it is personal. Change is uncomfortable but necessary. The role of a change manager is to reduce the discomfort and increase the opportunity to succeed.

What’s Next?

 The history of change management can be traced back to early grief studies in the 1960’s where consultants saw a correlation between employee grieving and job-related transitions. Shortly thereafter the first framework of change management with people at its core was established by Everett Rogers. Come back next week for the evolution of change management through the decades.

 Mr. Gray is a seasoned business strategist experienced in PMO stand up, business transformation, process development, and best practice guidance. He has developed industry-leading methods for staff modeling, project deployment, financial performance, onboarding, and business readiness. Mr. Gray is a problem solver at heart, a sharer of knowledge by choice. He has authored more than three dozen thought provoking articles which are all available on Linked-In.

If Mr. Gray makes you think then he considers the effort worthwhile.

Your PMI Guy can be found on LinkedIn at: https://www.dhirubhai.net/in/yourpmiguy/

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