“It is not necessary to change. Survival is not mandatory.”

This quote from W. Edwards Deming emphasises the importance of embracing change, but how do we manage it? Answers to this question are provided via two webinars, which discuss the most popular change management models and explain how to apply them. In addition, key lessons for change management success are provided, based on a review of the change management literature.

Larry Solow has operated in internal change leadership roles for a variety of Fortune 500 organisations. In this
ASQ-Lean Enterprise Division webinar from 2022, he introduces the ADKAR® (Awareness, Desire, Knowledge, Ability, and Reinforcement) change management framework. In addition, he explains how ADKAR supports the Lean Six Sigma framework (DMAIC – Define, Measure, Analyse, Improve, and Control) and the PDCA (Plan, Do, Check, Act) tool. Towards the end of the webinar, he shares an important perspective on effective and sustainable change by sharing a Change Checklist (Vision, Skills, Incentives, Resources, Action Plan, Culture), which illustrates the consequences should any of the requirements in the checklist not be met (see Figure 1).

Figure 1: ASQ-Lean Enterprise Division Larry Solow Webinar – Change Checklist.

In this article and webinar provided by AchieveIt, Michael Brazukas, president of the Strategy Management Institute in the United States, argues that strategy execution and implementation are about more than just managing change – they are also about managing loss. If employees are not allowed to transition and grieve “The Old Way”, they will have a harder time adapting to “The New Way”. He points out the similarities between Fisher’s Personal Transition Curve and the Kübler-Ross Grief Cycle. Brazukas explains the importance of the concept of “What’s-in-it-for-me?” (WII-FM) to change adoption, and illustrates a Change Adoption Curve. With fascinating examples, four types of strategic change management plans are described: Continuous Improvement; Competitive Counteraction; Metamorphic Transformation; and, Inventive Disruption.

From a review of BPIR.com’s change management literature, some key lessons for successful change management can be deduced:

  • Prioritise and incorporate your change management approach as an integral part of devising your strategic business transformation plan. Change management efforts are a critical means to achieving your desired goals and should have dedicated KPIs for the change process. Don’t see them as a troubleshooting exercise to be used during crises or when the change process is causing issues within the organisation.
  • Address the elephant in the room. The belief that letting time run its course will organically address any challenges you are facing can invite perilous outcomes. For example, you are setting yourself up for failure if you don’t engage early enough in the change process with dissenting voices, change resisters, and deniers – or worse, if you don’t engage with them at all. With an inclusive approach, even the most resistant staff can be transformed into advocates of change if they feel their voice is truly valued.
  • Keep the communication radar wide. Communicate with all stakeholders about the transition, not just the select few. This demystifies the actions of senior leadership, builds trust, transparency, and momentum, and engages the entire organisation in a unified language. Open communication can attract new ideas and feedback to strengthen the transformation. Give them logic. Sharing the “What’s-in-it-for-me?” concept can have a persuasive impact and help nudge hesitant staff towards wanting change.
  • Provide a roadmap at the beginning. Keep it agile. Show “how” things will be done to achieve the desired future. Map out small steps vs. big leaps. Invest in training and capability building to ensure the workforce is well equipped to meet the demands of the change process.
  • Empathise with the loss of the past. Changes and transformations demand support from the change leadership. To help the team adapt to the present, leaders must acknowledge the fears and insecurities of their teams, as well as the struggles the teams might undergo during the transition.

You can obtain further information about the content featured in this blog by following the links to the BPIR.com website. Membership of BPIR.com is available at https://www.bpir.com/join-now/. This blog is part of a larger report entitled “Best Practice Brief, Issue 1: Change Management”, which is available from the member’s area of BPIR.com.

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Posted by:BPIR.com
Author:Dr Robin Mann and Dr Almas Tazein, Centre for Organisational Excellence Research, New Zealand, November 6, 2023
Source :-
BPIR Category : 14.3.7 Manage transition to change
Latest News Categories: Change Management, Latest News