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Change Management
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Change Management Objectives
• Become skilled at change management and the
necessary elements for successful change
management.
• Identify the stages of change that people and
organization’s encounter.
• Discover the reasons people resist change and
strategies for overcoming resistance.
• Learn tactics to minimize negative change impacts by
using the change curve model.
of all change initiatives fail!
Change Management is…
• It’s a bird; it’s a plane; it’s…
• A verb – “Our focus needs to be on how to change this
business process.”
• A noun – “Change management is a key process on our
projects.”
• An adjective – “I have been developing my change
management skills.”
Change Management is…
“An approach to transitioning individuals, teams, and
organizations to a desired future state. It can also refer
to a project management process wherein changes to a
project are formally introduced and approved.” Source: Wikipedia
Why is change management important in your workplace?
In Simple Terms…
• Change management simply means…moving people
from the current state to a desired future state.
• Transitioning from “as-is” to “to-be”.
Why do you think change is difficult for people?
Necessary Elements for Successful
Change Management
• Support
• Buy-in
• Participation
• Impact Analysis
• Communication
• Readiness Assessment
• Change Management Responsibilities
Kurt Lewin’s Change Management
Model
Background for Stage 1 – Unfreeze
• Prepare people for why the change is needed.
• Communicate consistently why the change is necessary.
• Challenge the status quo and the “way we do things
around here” which is a difficult step for many.
• Realize people could react strongly and there will be a
level of uncertainty – depending upon how much change
is involved.
• Obtain buy-in and support for the change.
Stage 1 – How to Unfreeze
• Identify what has to change.
• Analyze the current state and
why change is necessary.
• Gain buy-in from senior management.
• Perform stakeholder identification
and stakeholder analysis.
• Define why change is needed.
• Communicate the change vision.
• Attend to issues and concerns of employees related to
the change.
Background for Stage 2 – Change
• Transition from unfreeze to change takes time.
• Uncertainty will start to be resolved.
• Support and commitment are achieved.
• People will begin to participate in the change.
• Explain WIIFM for stakeholders regarding the change.
• Communicate consistently throughout this transition
phase.
• Change involves a big time commitment and hands-on
management.
Stage 2 – How to Change
• Communicate throughout the change
lifecycle the benefits and impact to
employees.
• Address gossip and rumors with
transparency and honesty.
• Encourage people to get involved
and consistently provide direction.
• Identify short-term milestones to show success.
• Remember to include internal and external stakeholders
during this stage.
Background for Stage 3 – Refreeze
• Transitioning from “Change” to “Refreeze” involves
embracing of the new ways.
• Stabilization and consistencies begin to be realized.
• Internalization and use of changes are accomplished on
a daily or routine basis.
• Confidence in the new ways of doing things is achieved.
• A foundation is established for the next change initiative.
• Success of managing the change is celebrated.
Stage 3 – How to Refreeze
• Entrench changes in the workplace.
• Maintain support of the change and
overcome roadblocks for sustaining
the change.
• Reward supporters of the change.
• Modify organizational structure and job descriptions as
needed.
• Train and support people on new processes and
continue to communicate.
• Celebrate change accomplishments.
Top 10 Reasons People Resist
Change*
1. Loss of control
2. Excess uncertainty
3. Surprise, surprise!
4. Everything seems
different
5. Loss of face
6. Concerns about
competence
7. More work
8. Ripple effects
9. Past resentments
10. Sometimes the threat is
real
* Adapted from HBR Blog Network by Rosabeth Moss Kanter
posted on September 25, 2012.
1. Loss of Control
Protecting your turf and needing control over your territory.
Strategies:
• Leave room for choices
• Include people in planning
• Include people in implementation
2. Excess Uncertainty
Avoiding the unknown and not getting out of your comfort
zone.
Strategies:
• Communicate the vision for the change
• Create confidence in the change
management initiative
• Ensure understanding
3. Surprise, Surprise!
Having a change inflicted on you suddenly, without warning
or preparation.
Strategies:
• Keep changes in the open
• Try to void secrets
• If secrets are necessary, provide clues of what is going
to happen
4. Everything Seems Different
Feeling uncomfortable due to changes that take you out of
your habits and routines.
Strategies:
– Limit the number of changes
introduced at one time
– Provide some familiarity
– Avoid invoking change for the sake of change
5. Loss of Face
Becoming defensive if a change didn’t work and it is now
being replaced.
Strategies:
• Sustain people’s self-esteem by respecting elements of
previous initiatives
• Help people understand the need
to evolve
• Help people let go of the past
6. Concerns About Competence
Resisting change when you feel unintelligent or fear the
change will fail.
Strategies:
• Communicate clearly about the change
• Provide training and support
• Help people see they can do it
• Consider running the two processes concurrently to aid
in the transition
7. More Work
Feeling overloaded, especially if things go wrong in
managing the change.
Strategies:
• Have some of the team solely
focus on the change
• Use rewards and recognition for team members
• Reward others who made sacrifices to make the change
happen
8. Ripple Effects
Feeling the ripples of change through work disturbances
rebelling against the change.
Strategies:
• Perform stakeholder identification
• Perform stakeholder analysis
• Conduct impact analysis to identify how to minimize
disruptions
9. Past Resentments
Having a difficult time letting go of the past and of history.
Strategies:
• Respect the past and memories
of team members
• Check if any repairs need to take
place before moving toward the future state
10. Sometimes the Threat is Real
Resisting change when you know there will be
downsizings, losses, or replacements.
Strategies:
• Be fair
• Tell the truth
• Be transparent
• Implement quickly
Change Curve Model*
* Most people attribute the Change Curve Model to Elisabeth
Kubler-Ross and her work with the grieving process.
Minimizing Negative Change
Impacts
Stage 1
• Provide information for understanding.
• Share how to get help regarding reactions to the change.
• Communicate frequently with those impacted.
• Share where to get information.
• Answer all questions.
Stage 2
• People may resist either actively or passively.
• Allow for feelings, anger, and concerns to be stated.
• Poor management of this stage leads to chaos.
• Prepare for this stage by performing impact analysis.
• Determine mitigation strategies.
• Monitor this stage for unforeseen reactions.
Stage 3
• Turning point for change management from chaos to
success.
• Support people in the need to test and explore how they
will be impacted by the change.
• Provide training and support, if necessary.
• Allow time for acceptance and some lack of productivity
until adjustments to the change occur.
Stage 4
• Changes will become comfortable.
• People will see improvements for processes.
• Benefits will be realized (e.g., productivity, efficiency,
ROI, etc.).
• Celebrate successes so people begin to see change can
be good.
Summary: Change Management
• The key elements of change management are essential
for successfully handling transitions.
• The change curve model explains the four stages of
change people and organization’s encounter.
• Using strategies to overcome resistance to change
makes implementations more successful.
• An impact analysis can be developed to minimize
negative change impacts in alignment with the change
curve model.
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