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Change management is an approach to transitioning individuals, teams, and organizations to a desired future state. In a project management context, change management may refer to the change control process wherein changes to the scope of a project are formally introduced and approved.

History

1960s

Many change management models and processes are based with their roots in grief studies. As consultants saw a correlation between grieving from health-related issues and grieving among employees in an organization due to loss of jobs and departments, many early change models captured the full range of human emotions as employees mourned job-related transitions.

• Everett Rogers
• Grouping of people - innovators, early adopters, early majority, late majority and laggards

In his work on Diffusion of Innovations, Everett Rogers posited that change must be understood in the context of time, communication channels, and its impact on all affected participants. Placing people at the core of change thinking was a fundamental contribution to developing the concept of change management. He proposed the descriptive Adopter groups of how people respond to change: Innovators, Early Adopters, Early Majority, Late Majority and Laggards.

1970s

(Added from outline)

1980s

• Julien Phillips in Human Resource Management
• Daryl Conner and Don Harrison - Managing Organizational Change model

McKinsey consultant Julien Phillips published a change management model in 1982 in the journal Human Resource Management, though it took a decade for his change management peers to catch up with him.

Robert Marshak has since credited the big 6 accounting and consulting firms with adopting the work of early organizational change pioneers, such as Daryl Conner and Don Harrison, thereby contributing to the legitimization of a whole change management industry when they branded their reengineering services as change management in the 1980s.

1990s

• Lisbon objectives for public sector (Karyotakis)

In his 1993 book, Managing at the Speed of Change, Daryl Conner coined the term 'burning platform' based on the 1988 North Sea Piper oil rig fire. He went on to found Conner Partners in 1994, focusing on the human performance and adoption techniques that would help ensure technology innovations were absorbed and adopted as best as possible.

2000s

Linda Ackerman Anderson states in Beyond Change Management that in the late 1980s and early 1990s, top leaders, growing dissatisfied with the failures of creating and implementing changes in a top-down fashion, created the role of the change leader to take responsibility for the human side of the change. The first State of the Change Management Industry report was published in the Consultants News in February 1995.

2010s

In 2010, based on her book RIMER Managing Successful Change, Christina Dean established Change Management as a formal vocation in Australia by writing the Australian National Competency Standards in Organizational and Community Change Management, which led to the development of the first Australian Diploma of Organizational Change Management, and which is an internationally recognized qualification.

ACMP (Association of Change Management Professionals; http://www.acmpglobal.org/) has announced that in 2016, to enhance the profession, a new certification will be introduced: Certified Change Management Professional (http://www.acmpglobal.org/?ccmp).

Approach

Organizational change management employs a structured approach to ensuring that changes are smoothly and successfully implemented to achieve lasting benefits.

Reasons for change

Globalization and the constant innovation of technology result in a constantly evolving business environment. Phenomena such as social media and mobile adaptability have revolutionized business and the effect of this is an ever increasing need for change, and therefore change management. The growth in technology also has a secondary effect of increasing the availability and therefore accountability of knowledge. Easily accessible information has resulted in unprecedented scrutiny from stockholders and the media and pressure on management.

With the business environment experiencing so much change, organizations must then learn to become comfortable with change as well. Therefore, the ability to manage and adapt to organizational change is an essential ability required in the workplace today. Yet, major and rapid organizational change is profoundly difficult because the structure, culture, and routines of organizations often reflect a persistent and difficult-to-remove "imprint" of past periods, which are resistant to radical change even as the current environment of the organization changes rapidly.

Due to the growth of technology, modern organizational change is largely motivated by exterior innovations rather than internal moves. When these developments occur, the organizations that adapt quickest create a competitive advantage for themselves, while the companies that refuse to change get left behind. This can result in drastic profit and/or market share losses.

Organizational change directly affects all departments from the entry level employee to senior management. The entire company must learn how to handle changes to the organization.

Change Models

Among the many methods of change management exist several key models:

Lewin Change model One of the earliest Change Management models was created by Kurt Lewin. His model is simple and basic. Containing only 3 steps compared to more in later models. The steps were 1. Un Freeze Un Freezing is the process of realizing there is an issue and preparing to do something about it. By dismantling the status quo, and preparing for new normal the orhanization prepares for change. 2. Change

During the second phase of this Model the change occurs. New Normals are put in place and are preparing to freeze.

3. Re Freeze

During the Re-Freezing process the new normals are set into stone and will remain in place till the next change sequence.

John Kotter's Eight Stages for Change Management

Dr. John P. Kotter, the Konosuke Matsushita Professor of Leadership, Emeritus, at the Harvard Business School, invented the Eight Stages for Change Management.

1. Establish a Sense of Urgency
2. Create the Guiding Coalition
3. Develop a Vision and Strategy
4. Communicate the Change Vision
5. Empower Employees for Broad-Based Action
6. Generate Short-Term Wins
7. Consolidate Gains and Produce More Change
8. Anchor New Approaches in the Culture

Change Management Foundation and Model

The Change Management Foundation is shaped like a pyramid with project management managing technical aspects and people impkementing change at the base and leadership setting the direction at the top. The Change Management Model consists of:

1. Determine Need for Change
2. Prepare & Plan for Change
3. Implement the Change
4. Sustain the Change

Deming Cycle of Plan-Do-Check-Act

The Plan-Do-Check-Act cycle, created by W. Edwards Deming, is a management method to improve business method for control and continuous improvement of processes and products.

1. Plan - establish objectives and processes
2. Do - implement the plan, execute the process, make the product
3. Check - study actual results and compare against the expected results
4. Act - enact new standards

Choosing what changes to implement

When determining which of the latest techniques or innovations to adopt, there are four major factors to be considered:

1. Levels, goals, and strategies
2. Measurement system
3. Sequence of steps
4. Implementation and organizational change

Managing the change process

Regardless of the many types of organizational change, the critical aspect is a company’s ability to win the buy-in of their organization’s employees on the change. Effectively managing organizational change is a four-step process:

1. Recognizing the changes in the broader business environment
2. Developing the necessary adjustments for their company’s needs
3. Training their employees on the appropriate changes
4. Winning the support of the employees with the persuasiveness of the appropriate adjustments

×→ As a multi-disciplinary practice that has evolved as a result of scholarly research, organizational change management should begin with a systematic diagnosis of the current situation in order to determine both the need for change and the capability to change. The objectives, content, and process of change should all be specified as part of a Change Management plan.

×→ Change management processes should include creative marketing to enable communication between changing audiences, as well as deep social understanding about leadership’s styles and group dynamics. As a visible track on transformation projects, Organizational Change Management aligns groups’ expectations, communicates, integrates teams and manages people training. It makes use of performance metrics, such as financial results, operational efficiency, leadership commitment, communication effectiveness, and the perceived need for change to design appropriate strategies, in order to avoid change failures or resolve troubled change projects.

• Explain “Quality Management” in relation to change process (Obisesan)
• Importance of “middle managers” in change process (McGurk)
• Protection-motivation Theory (Welbourne)
• Jim Collins’ Good to Great model (Vora)
• Tom Peters’ Project Management Fundamentals model (Vora)

3.1 Theory and Intervention Strategies (Welbourne) 3.2 Universities (Welbourne) Diploma of Change Management in Australia

Factors of successful change management

Successful change management is more likely to occur if the following are included:

1. Benefits management and realization to define measurable stakeholder aims, create a business case for their achievement (which should be continuously updated), and monitor assumptions, risks, dependencies, costs, return on investment, dis-benefits and cultural issues affecting the progress of the associated work
2. Effective communication that informs various stakeholders of the reasons for the change (why?), the benefits of successful implementation (what is in it for us, and you) as well as the details of the change (when? where? who is involved? how much will it cost? etc.)
3. Devise an effective education, training and/or skills upgrading scheme for the organization
4. Counter resistance from the employees of companies and align them to overall strategic direction of the organization
5. Provide personal counseling (if required) to alleviate any change-related fears
6. Monitoring of the implementation and fine-tuning as required

Challenges of Change Management

Change management is faced with the fundamental difficulties of integration and navigation, and human factors.

Integration & Navigation

• Integration

Traditionally, Organizational Development (OD) departments overlooked the role of infrastructure and the possibility of carrying out change through technology. Now, managers almost exclusively focus on the structural and technical components of change. Alignment and integration between strategic, social, and technical components requires collaboration between people with different skill-sets.

• Navigation

Managing change over time, referred to as navigation, requires continuous adaptation. It requires managing projects over time against a changing context, from inter-organizational factors to marketplace volatility. It also requires a balance in bureaucratic organizations between top-down management and employee empowerment and flexibility.

Human Factors

Change management consultants operate in teams consisting of people with complementary skills in areas such as strategy formulation, IT or business process analysis, and organization design and development. Consultants must find strategies to overcome communication barriers between each other and when working with the employees of the organization. They need to find ways to overcome resistance to change within the organization. They also need to find ways to empower the managers and employees through forms of involvement. Another issue consultants face is understanding organizational culture. By overcoming this barrier and tapping into the organization's culture, they can get along better with the managers and employees to ensure the change process runs smoothly.

Change Management as an Academic Discipline

As change management becomes more necessary in the business cycle of organizations, it is beginning to be taught as its own academic disciple at universities. There is a growing number of universities with with research units dedicated to the study of organizational change.

Universities

• The University of New South Wales, through the Australian Graduate School of Management, offers a Graduate Certificate in Change Management (GCCM) to develop effective agents of change.
• Warwick University and Sheffield University in the United Kingdom offer organizational change courses through their business programs.
• Charles Sturt University offers a Graduate Certificate in Organisational Change.

See also

• Change management (ITSM)
• Employee engagement
• Human resource management
• Leadership development
• Organization studies
• Organizational culture
• Organizational structure
• Performance management
• Project management
• Business process reengineering
• Stakeholder management
• Strategic change
• Talent management
• Training and development
• Transtheoretical model

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Bibliography

1. Kramer, J., & Magee, J. (1990). The evolving philosophers problem: Dynamic change management. Software Engineering, IEEE Transactions on, 16(11), 1293-1306.
   • While this article is actually discussing change management within a software program's coding, there are important discussion points made, particularly in their example of the "evolving philosopher" by relating it to human conditions and tactics for problem solving which I feel would be an interesting talking point in the discourse of change management in how what needs systematic change and what needs dynamic change like that in program coding.
2. Todnem By, R. (2005). Organisational change management: A critical review. Journal of Change Management, 5(4), 369-380.
   • This article explores change management in that it is a necessary component to the healthy progression of an organization, but critiques current available theories on change management as contradictory and incomplete. The article looks to review current popular theories in order to develop a new, better framework for change management.
3. Anderson, D., & Anderson, L. A. (2010). Beyond change management: How to achieve breakthrough results through conscious change leadership. John Wiley & Sons.
   • This article is written by two recognized experts in the field of organizational leadership and change management. In it, they review tactics and personal stories of how they performed as leaders in complex organization and how they were able to encourage and plan around dynamic changes that comes with working with people in all settings, including that of corporations, the military and non-profits and using said change in a progressive way to better the organization as a whole.
4. Burns, T. E., & Stalker, G. M. (1961). The management of innovation. University of Illinois at Urbana-Champaign's Academy for Entrepreneurial Leadership Historical Research Reference in Entrepreneurship.
   • This article particularly explores the change management of new organizations and start-ups and their unique struggle where they must prepare for constant and rapid changes made throughout every aspect of the organization. Using case studies of new businesses and start ups and their like, the authors review and critique what models worked well in creating a flourishing organization with good employee relations and expectation for growth, along with models that drove the new organization into the ground and everything in between.
5. Eisenbach, R., Watson, K., & Pillai, R. (1999). Transformational leadership in the context of organizational change. Journal of Organizational Change Management, 12(2), 80-89.
   • This article discusses the important of change and the importance of how change management plays into effective leadership in organization. A 'transformational leader' must be the convergence of the literature of leadership and the literature of change, essentially discussing how implementing change and enacting leadership is co-dependent on each other and there is a point of ideal blending of the two. The article looks into different models where this has been achieved in organization.