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Frequently Asked Questions:
Change Management Methodology
Over the past six years, the use of structured methodologies for
managing the people side of change has increased dramatically. This
tutorial presents some thoughts on change management methodologies in
the form of a series of Frequently Asked Questions (FAQs) about change
management methodologies.
What is the value of using a methodology to manage change?
A methodology for change management provides structure and intent for
managing the people side of change. Change in organization is a reality,
as is the fact that these changes ultimately impact how individual employees do
their jobs. Given that the success of an organizational effort is
tied inextricably to individuals adopting the change, change management
provides tools and processes for encouraging and enabling those individual changes.
The advantages of using a structured methodology include:
- Provide structure and rigor for the people side of change
- Enable repeatability
- Address all of the key components
- Avoid missing important steps
- Draw on the lessons learned by others
An important point here: a methodology for change management does not
define or prescribe particular changes. Change management does not tell
you what changes your organization needs to make. Change management is an overlay;
it is applied to changes that are already decided upon to encourage employees
to
adopt and utilize those changes.
Can I manage the people side of change without a methodology? What
are the risks?
Certainly, one could introduce a change without using a methodology
or addressing the people side of change. Most
projects, whether they are using change management or not, will have
some elements of a communication plan and a training plan. The problem
is: these communication plans tend to be "telling plans" full of project
updates and details, instead of what employees really want to know -
namely, why the change is happening and "what's in it for me" (WIIFM).
Likewise, training plans in the absence of a change management framework
typically do not have the necessary context and foundation to be
effective - namely a compelling case for why the change is happening and
why someone should be engaged. Have you ever been sent to training without understanding why
it was important to be there? It feels like a waste of time and can
actually demotivate you.
The risks of trying to manage change without a structured approach
include:
- Not providing the necessary context for your activities
- Not focusing your actions based on where employees are in the
change process
- Missing key steps or activities
- Attempting to manage the change without all of the right "actors"
being involved (namely, senior leaders as sponsors of change and
managers and supervisors coaching their direct reports through the
change)
- Wasting time and energy by "reinventing the wheel"
Some very experienced and expert practitioners may be able to address
a change initiative without a structured methodology in place, but the
majority of practitioners benefit from having a structured process and
set of tools to guide activities. Even experienced practitioners can
benefit by having guidelines in place.
Does following a methodology make change management just "boxes to
check off" of a plan?
Absolutely not. The foundation of a solid change management
methodology is that individuals are the ones who adopt a change. Change
is organic and fluid - and it is a very personal experience. However, we can
model it and take actions to encourage and support it. Just
because we are applying a methodology - following a process and
utilizing tools and templates - that does not mean we are removing people
from the equation. Instead, we are drawing upon research and the
experience of others to put ourselves in the best position to succeed.
Is designing the solution part of a change management methodology?
From our perspective, defining the solution is not part of the change
management methodology. Change management, like project management, is a
discipline and set of tools applied to a particular change. This means
that recognizing a need for change and developing a solution take place
in a parallel but different work stream. Prosci's taxonomy for scoping
change management shows the distinct work streams that support successful
change and transformation in an organization (read
more about the taxonomy).
What are other practitioners looking for when selecting a
methodology?
Study participants in Prosci's
change management
benchmarking studies have identified the key factors for selecting
the methodology they used on their project. The top factors identified
by participants included:
- Easy to use - Overwhelmingly, the top factor for
selecting a particular methodology was ease of use. Participants
noted:
• Easy to implement
• Easy to understand
• Easy to communicate to others
• Simple
• Practical
• Structured and systematic
• Logical
• Comprehensive and holistic
- Previous experience with a methodology - Many participants
cited their own personal experience with a particular methodology as a
key factor in selection.
- Proven to be effective - The methodology chosen was
proven and effective, or had been successful when it was applied
within the organization previously.
- Matched the need - The particular methodology met the needs
of the change that was being introduced and was applicable to that
situation.
- Flexibility and customization - The methodology could be
applied to many different types of change and in many different
parts of the organization. It was flexible and could be customized
to meet the needs of different change programs.
Practitioners are looking for methodologies that are easy to use,
above and beyond any other factor. Managing the people side of change is
challenging. Although sometimes called the "soft" side of change, in
reality, getting employees to adopt a new process or technology, for
example, is usually the "harder" side of change. The technical side of
change can be complex, but changing employee behaviors is the bigger
challenge. This is why practitioners are looking for simple, actionable
approaches that deliver results - a methodology that makes sense and can
be scaled to meet the particular change at hand without overly
complicating the issue.
What is meant by individual change management and organizational
change management?
Prosci's change management methodology is founded on the principle
that effective change management requires two perspectives - an
individual perspective and an organizational perspective. It is the
marriage of individual change management and organizational change
management that provides an outcome-orientation with the supporting
tools and processes to make a change successful.
Individual
change management is an understanding of and model for how one person
successfully makes a change. Prosci's ADKAR® describes the five building
blocks of successful change as: Awareness, Desire, Knowledge, Ability,
and Reinforcement. Since this results-oriented model outlines the
building blocks of successful change, it is also used to guide change
management plans, measure progress and diagnose gaps. Individual change
management answers the question: "what are we trying to achieve by
applying change management?"
Organizational change management, on the
other hand, answers the question: "What am I going to do to support
individuals through change?" Organizational change management is
applied by change management practitioners, project leaders and project
team members - with the employee facing actions executed by senior
leaders, managers and supervisors throughout the impacted organization. Prosci's organizational change management
methodology contains three phases for practitioners to work through:
- Phase 1 - Preparing for change
- Phase 2 - Managing change
- Phase 3 -
Reinforcing change TM
Each phase includes activities and tools to support change management
application by practitioners. By following the organizational change
management process, you create a strategy and full set of plans to move
the employees impacted by a change through their own change journey.
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To learn more about ADKAR, purchase
the ADKAR book (available
as a paperback or downloadable MP3), read about
why ADKAR
clicks or read about the
six
applications of the ADKAR Model.
There are three options for acquiring Prosci's methodology. For
immediate access, purchase the
Change Management Pilot Pro 2010 - a web-based application with
four-click access to the entire methodology and downloadable templates
and assessments. The methodology is also available in a hardcopy format
in the Change
Management Toolkit - a 3-ring binder with CD-ROM. The final option
is to attend a
3-day certification program either at your location or in an open
enrollment public session.
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