Did I really start my Change Management journey in 1974?

When you look at the history of Change Management, whilst it first came to people’s attention in the mid to late 1900’s it only really started to come onto the radar in the 1990s when the likes of Kotter, Jick, Connor, Lamarsh and Hiatt et al produced their various works on the subject. Formalisation, that is the development of tools & techniques, the creation of specific job roles and responsibilities, and the building of internal capability started to become a thing in the 2000s. So, in effect, our industry is still a very young profession.

However, the concepts and practices associated with managing change have been around for much longer. Early approaches to Change Management can be seen through various historical lenses, including Industrial Engineering, Organisational Development, and Management Science.

Early 20th Century: Scientific Management

One of the earliest formal approaches to managing work and change in organisations was Frederick Winslow Taylor's Scientific Management, developed in the late 19th and early 20th centuries. Taylor's principles focused on optimising work processes to increase efficiency and productivity. This approach involved:

• Time and Motion Studies: Analyzing tasks to determine the most efficient way to perform them.
• Standardisation: Implementing standardized methods for tasks to ensure consistency.
• Incentive Systems: Motivating workers through performance-based incentives.

While Taylor's approach was primarily focused on operational efficiency, it laid the groundwork for thinking systematically about organizational change.

1920s-1930s: Human Relations Movement

The Hawthorne Studies conducted at Western Electric in the 1920s and 1930s marked a shift towards understanding the human aspects of work. The studies revealed that social and psychological factors significantly affect productivity and job satisfaction. Key insights included:?

• Employee Participation: Involving employees in decision-making processes can improve morale and performance.
• Group Dynamics: Social relationships and group norms influence individual behavior and productivity.

This movement highlighted the importance of considering the human side of organisational change, paving the way for later developments in Organisational Development and change management.

1940s-1960s: Organisational Development

Organisational Development (OD) emerged as a field in the mid-20th century, focusing on improving organisational effectiveness through planned change. Key figures included Kurt Lewin, whose work in the 1940s introduced foundational concepts for Change Management:

• ?Lewin's Change Model: This model proposed a three-stage process for change: Unfreezing (preparing for change), Changing (implementing the change), and Refreezing (solidifying the change).
• Action Research: A participative process that combines research and action to address organizational issues collaboratively.

Other OD practitioners, such as Chris Argyris and Douglas McGregor, contributed theories and practices that emphasised the importance of leadership, culture, and learning in managing change.

1970s-1980s: Management Science and Work Study

In the 1970s and 1980s, the focus on improving organisational efficiency and effectiveness continued through various approaches, including Management Science and Work Study. These methods emphasised systematic analysis and improvement of work processes. Key elements included:

• Method Study: Analyzing and improving methods of work to increase efficiency.
• Work Measurement: Measuring and setting standards for work performance.
• Process Improvement: Continuously seeking ways to enhance work processes.

These approaches were early incarnations of Change Management, as they involved systematic efforts to improve organisational performance through methodical analysis and implementation of changes.?

Emergence of Formal Change Management

The formalisation of change management as a distinct discipline began to gain momentum in the 2000s with the contributions of key People such as:

• John Kotter: His eight-step model for leading change became a widely adopted framework for managing change in organizations.
• Daryl Conner: Conner's work emphasised the psychological aspects of change and the importance of managing resistance.
• William Bridges: Bridges introduced the concept of transition, focusing on the emotional and psychological processes individuals go through during change.
• Jeff Hiatt: The development of the ADKAR model provided a structured approach to change at both the individual and organizational levels.

These contributions built on earlier theories and practices, incorporating insights from Psychology, Organisational Behavior, and Management Science to create comprehensive frameworks for managing change.

So, while Change Management as a formal discipline is relatively young, its roots can be traced back to early efforts in scientific management, the human relations movement, and organizational development. The systematic approaches to Work Study and Process Improvement taught in the 1970s, such as those at the Royal Military College of Science, can be seen as precursors to modern Change Management practices. These early methods emphasised the importance of analyzing and improving work processes, involving employees in change initiatives, and fostering a culture of continuous improvement principles that remain central to Change Management today.

Case Example: The Royal Military College of Science (now The Defence Academy), UK

The teachings at the Royal Military College of Science in the 1970s, such as RM Currie’s Work Study, reflect the principles of systematic analysis and process improvement that are central to modern Change Management. These programs trained military and civilian personnel in techniques to improve organizational efficiency and effectiveness, emphasizing:?

• Analytical Skills: Using data and systematic methods to analyze and improve work processes.
• Implementation: Applying the findings from analysis to implement changes in a structured manner.
• Continuous Improvement: Fostering a mindset of ongoing evaluation and enhancement of processes.

RICH HISTORY

As the discipline continues to develop, it draws on a rich history of theory and practice, adapting to the changing needs of organisations in an increasingly dynamic business environment.

I am proud to be part of that "rich history" ...