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Change management is a fairly large field of study that deals with effectively and efficiently introducing changes into an organization. After people move past their resistance, they tend to begin exploring the potential of a change. Another change management model used for individual transformation is the ADKAR model, published by Prosci in 1998. Understanding and managing changes that will inevitably occur in an organization is a monumental task. One of the strongest drives in people is to establish security and safety (see Maslow’s hierarchy of needs), and many people get security from knowing exactly what their job is. Change management, then, is the art of learning to identify resistance in people, and applying an understanding of human nature to recognize the reasons why people are resisting change. As mentioned in the overview section, there are two components, organizational and individual, that are part of most changes.
Change management sounds like a leadership function, but you also share a responsibility for it. Of note, the most dangerous position on the matrix is not, as many people think, the active resisters. It relates to the collective character of a company, or its ‘corporate culture.’ Organizations become an entity of their own, and over time, the people within it begin to act with their own set of norms.
It may be about whether the change is necessary, whether it will really happen, or if it will personally affect them. Consider how receptive a team member would to a change if immediately after hearing an announcement about record profits, a hiring freeze and cost cutting program were initiated. Modern business is dynamic, and companies that don’t adapt, and adapt quickly, get left behind.
When you face an important change at work, the familiarity with the change process that you got from small changes will pay off.
It also requires that leaders know their teams and understand the factors that affect job satisfaction within the organization.


This is primarily done by clearly stating the desired behaviors, and then coaching and rewarding team members over and over and over until they start to migrate to active support. John Kotter, one of the leading management thinkers and writes has given his answer to this question by providing an eight step model for leading change. In addition to Our Iceberg is Melting (2006) and Leading Change (1996), Professor Kotter is the author of The Heart of Change (2002), John P. Understanding this process will help smooth transitions that are associated with continuous improvement. Change management requires understanding how both an individual and an organization can transform.
Soon after, they will frequently get resistant or even angry—they may not believe the change is warranted, or they may not believe it is actually an improvement. Regardless of the causality—the continued focus on cost cutting is what enables the company to continue posting record profits—when people are not convinced of the need, it is hard to get them on board.
It is easy to go into zombie reception mode, where you aren’t really listening to what is being said. When a project impacts those factors without a specific plan to address them, the chance of dissatisfaction rises dramatically.
Since there are a great deal more ‘passives’ than ‘actives’, the passive resisters get lost in the mix.
Most people have formed these over time, and can be reluctant or resistant to changing them. Leaders don’t communicate the need for change to their teams, or they fail to convince them that the change is necessary. People love to have the comfort of knowing what the menu will be, how the place will look, and what the food will taste like.
They may feel protective of the comfort they have developed in their job, and feel that change is threatening that. Others stay put for extended periods, and some bounce around, but the basic steps are similar.


I find that at some of the restaurants that I like, I always look at the menu, and still order one of just a few items.
You can throw the note away after the meeting, but the act of writing makes you stay engaged. New initiatives, project-based working, technology improvements, staying ahead of the competition – these things come together to drive ongoing changes to the way we work. You’ll be far more likely to hear the rumblings of coming change if you are paying attention.
If you offer solutions that make the boss think, your needs will be more likely to be addressed.
But when you do, look for your ‘tells’, the signals that you are uncomfortable with the change. In Leading Change, John Kotter examines the efforts of more than 100 companies to remake themselves into better competitors.
When you learn to recognize the warning signs, you’ll be able to monitor and adjust your behaviors during the periods of transition. Regardless of the basis of the resistance, change management requires that leaders understand that pushing back against change is more than just an uneasy feeling that people have. The 8-Step Process for Leading Change was developed through academic analysis, and proven successful through years of working with our clients.
Implementation of structural changeten guiding principles of addresses four principal aspects .



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