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People change when it is too late or almost too late:Most people will not change until they face disaster, catastrophe or certain peril. Be inclusive, seek buy in, embrace collaboration but in the end change anyway: Ideally change will come as the result of everyone in the organisation feeling ownership for the change process and will give it 100 % support and buy in.
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Driving and managing change will remain the number one priority for leaders according to a recently published study. All too often organizations announce big changes and new programs with big events and fanfare, but then very little actually happens.
Journalists dig for information, and items can run in the media before employees hear about them.
Failure to create a strong sense of urgency causes a change movement to lose momentum before it gets a chance to start. Organizational change will be extremely difficult in most cases if managers rely only on making a case to the rational, analytical, problem-solving side of the brain. Managing resistance to change is challenging and it’s not possible to be aware of all sources of resistance to change. One of the biggest mistakes you can make in initiating major company changes is to expect that everyone’s reaction will be even remotely like yours. Regardless of the catalyst for the change, it will be your employees who determine whether it successfully achieves its desired outcome. Change management communications need to be targeted to each segment of the workforce, and delivered in a two-way fashion that allows people to make sense of the change subjectively. All change in organizations is challenging, but perhaps the most daunting is changing culture. Organizations usually have networks and coalitions of people that are not visible on the formal organization chart. Leaders must actively involve the people most affected by the change in its implementation. Creating a higher level of performance, lowering cost, raising quality, carving out a new relationship to the market always requires a mix of decisions and behavior change. An important part of sticking to the vision is to create opportunities to achieve smaller goals along the way. If you declare victory too soon, the focus will be taken away from your efforts, and all traces of your hard work could soon disappear. Doing things again the same way as you did before when even then they didn’t work properly. Experienced senior executive, both at a strategic and operational level, with strong track record in developing, driving and managing business improvement, development and change management.
The practicality and simplicity of the outlined change management mistakes is most appreciated!
Hi Rick, I like your list also, after having read through the list – I think number 7 need to be addressed further.
Also we need to consider the fact that not all have a negative reaction to change and that it is individually on how fast one person slide through the phase in the graph – the positive reaction to change – because if we don’t, we risk losing some important people on the way towards achieving the new stage.
In many situations the need for change is driven by top management due to lackluster performance, and most of the management layers below are not driving the change (because they often lack the knowledge, which the employees have, to know HOW they can dramatically improve the performance), but instead middle management is often only trying to reduce the impact of the change that is forced upon them.

In other words, I often see that the top decides HOW we are going to change, instead of setting PERFORMANCE objectives and involving the rest of the organisation on how this should be done. Even a “small change” like the cartoon shows can have disastrous consequences if everyone isn’t on the same page. Once the change or trouble has been identified, then a strict and agreed process needs to start immediately. As the diagram illustrates, the change management process determines exactly how changes will be accepted and integrated into the existing project plan.
There is a natural energy to change and people will embrace it and become part of it if they understand it. But, in the end, if you are a leader, a senior manager or someone who is accountable for the success of the organisation, you have to change anyway. No content can be copied, re-printed or used for any purpose without the expressed written consent of the copyright holder.
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Establishing a true sense of urgency without creating an emergency is the first objective achieved to overcome the routine of daily business.
Instead, they must also make an emotional case for change and align the rational and emotional elements of the appeal. People aren’t going to consider anything until they are convinced there is a problem that truly needs to be addressed. Expecting that there will be resistance to change and being prepared to manage it is a proactive step. When people in an organization realize and recognize that their current organizational culture needs to transform to support the organization’s success and progress, change can occur. This will help ensure employees at all levels of the organization embrace the proposed changes. Like any business operation, It also calls for the right skills and resources, Organizations often simply fail to commit the necessary time, people, and resources to making change work.
Break down your vision into smaller short-term goals, and communicate short-term successes at each opportunity. These small successes will not only work directly toward achieving the desired change, but will create positive feelings of accomplishment and the drive to pursue the next goal. Successful companies consistently re-evaluate their change efforts to determine where other areas can be improved, such as employee development and retention, new projects and new systems and structures. I would rather think, the challenge may vary from complete lack of communication to lack of change communication to appropriate impacted parties at detailed level as needed. Furthermore we need to look at their current mental state (Stress on workplace, at home etc.) you could call it the personal stamina towards change) and then we have to look at how they imagine the future after the change process has taken place – is it attractive enough and does the change process insure the right level of involvement and influence on their own job situation). These people will be the strong ones that can’t see themselves in the “new tomorrow” and therefore will leave the organization. If a change is not realistic, or you have a high priority project I have found people find ways to work around changes being made. Chris established the Change blog to create a source for news and discussion about some of the issues, challenges, news, and ideas relating to Change Management. Imagine how many projects are started, the project owner signs the contract and the project manager begins work. What is amazing is the number of project managers who enter a project and never discuss how they are going to deal with changes.

This single technique provides both the project owner and the project management a means to deal with change in the project successfully. Do they feel a sense of crisis, a “burning platform?” If not, how can you create it? It’s far better to anticipate objections than to spend your time putting out fires, and knowing how to overcome resistance to change is a vital part of any change management plan.
Leadership, on the other hand, is hard to teach, springing as it does from many personal qualities. Behavior change asks people to act differently, gain new skills, or shift the organization’s culture.
Paradoxically, successful behavior change often demands the very skills the change Is trying to create. I agree with your advice, but I don’t believe that resistance has to go with the territory. Also, i have noticed that it is critical, especially on large scale transformation efforts to have an exclusive change manager or a Management of Change lead.
This altogether will if discovered prior to the large change processes, give the organization a huge advantage towards avoiding failure.
Beginning change without the commitment and critical mass of the most senior stakeholders affected by the change can often lead to difficulties and demotivation later.
Change leadership requires a specific skill set that is quite different from the project management skills.
Everyone assumes that all is going to go perfectly through the process; the project owner or sponsor never changing their mind or project needs and the project manager never changing anything or missing any deadlines. This very obvious and big MISTAKE is one that is made not just by novice project managers, but by experienced managers as well. Without this mechanism in the program it would be impossible to deal with changes, this in turns leads to disputes and more.
And, compared to the great quantity of management tools, few leadership tools are available to the manager. Getting people to change their behavior requires a different mindset and a different set of leadership skills than making decisions about strategy.
When change management is left to the project managers, it often becomes a deliverable rather than a component that drives the change within the organization.
Fully utilizing the Change Manager’s talent, tools, and processes may seem tedious at first. In Collins’ book, good to Great, he discusses great organizations that are so good at keeping people in the loop regarding goals, threats, opportunities, etc. It is also refreshing to see that there are people who do not see a drop in morale during a big change as a negative!
This may not always be an option, especially if a vendor contract is involved, however it should be monitored and encouraged as soon as possible. But using a consistent process is an investment in success because at the end of the day, every improvement or innovation is dependent on people being willing to adopt the changes required.
Too often leaders miss the importance of pre-planning so that every stakeholder can see 9and feel) why a change is needed.

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