Individual, team and or organisational change is never easy. McKinsey Research, (2015) suggests that 70% of organisations fail to mitigate change in their organisations.
This week I worked with various stakeholders on mitigating effective change management in their respective workplaces. For consideration were:
- Priority setting
- People foci
- Process frameworks and practices
- Paced and reflective quantitative and qualitative evaluation
A traditional change management model often begins with an emphasis on the principles and processes of change. It is a very transactional approach that is often top-down and firmly embraced by HR and project management teams responsible for ‘’getting it sorted.”
A contemporary change management model is outcomes-focused and invites teams to share change ownership. The team sets expectations and identifies relevant roles, behaviours, and responsibilities to mitigate the change (Samuel, 2022). Appropriate goals are established, including considerations of environmental and force field analyses. Stakeholder considerations, support and plans are designed, and multiple, staged and carefully considered communication practices are embedded in the process. The holistic ownership of the change management process is built upon trust, healthy conflict, commitment, accountability and, ultimately, results.
Whilst processes and practices are critical and whether approaches are traditional or contemporary, getting people on board with the change is non-negotiable. Change within an organisation impacts professional, individual and team identity; that is, one’s perception of confidence and competence aligned with the skill set required for the change and the support needed to embrace the change need to be considered. The Dunning-Kruger Effect applies in this space.
So, consider people next time you engage in the change management process. Before judging their hesitancy, seek to understand their why and help them to embark on the change management journey with you.