Change Management

Disciplines > Change Management

Understanding change | Managing the change project | See also

In organisations there are often two types of work. There is the normal delivery process where the main business of the organization is done. Then there are the change activities, whereby necessary change is made to the business and the way it is done.

As with other subjects, a great deal of this site is relevant to organizational change. However, there are more things to say that are specific and relevant to this situation.

Understanding change

Change, although externally may appear to be about changing jobs, places, products, etc. actually occurs first inside people's heads. And there's the rub. When organizations try to change without understanding this invisible element, any change is doomed to serious problems and failure.

The Change Imperative: no organization can ignore it.
The psychology of change: starts from the very beginning.
The Kübler-Ross grief cycle: The emotional cycle on given bad news.
Lewin's freeze phases: Unfreeze, transition, refreeze.
Resistance to change: When people push back against the change.

Managing the change project

It is one thing to manage a normal activity or department within a company. It is another to make change happen outside of your area of direct influence. Yet consultants and change agents do this regularly. Here are some of the methods they use.

Accepting the brief: If you are a facilitating or managing the change project.
Diagnosing change: Investigation to understand the need for change.
Stakeholders in change: Managing stakeholders is a critical activity.
Planning for change: Building a bullet-proof plan.
Managing the change project: Making it happen in practice.
Making change happen: Ways of turning plans in to reality.
Change techniques: Many practical ways of creating personal change.
The 4D Change Project Framework: For managing organizational change projects.

Note: There are over 100 pages in this change management section.