Good change management: Don't be afraid of change!

Change management is the systematic adaptation of a company to changing circumstances. It is important because it helps companies adapt to changes outside their control through a series of methods and processes. Through good change management, companies can reduce the internal resistance that often arises during transformations. This is why the point in time when a company should initiate a change management process at the latest depends on various factors, depending on what the company specifically wants to change: A good time is as soon as a significant change in structures, processes or technologies is to take place within the company. This means, for example, a restructuring of a department, a new corporate strategy or the introduction of a new technology. It is important that the process is initiated as early as possible. The beauty of change management is that it is a universal tool for really any company that wants to implement the changes just mentioned in its business operations. Here, the duration of the change depends heavily on the complexity and scope of the change process. As a rule, however, one can assume a time span of at least a few months, and in some cases even up to several years.

Successful transformation in 5 phases

There are many different frameworks for implementing a change management process. Well-known models include those of Lewin, McKinsey, Kübler-Ross and the psychotherapist Virginia Satir. What all these frameworks have in common is that they start from different phases that usually accompany a profound change, such as shock, resistance, fear, denial, etc. At the end of a successful change management process, there is always acceptance of the new, which can then be integrated into one's own personality and environment in a value-creating way.

Since companies are mostly hierarchically organized and if the change has a clearly defined outcome and a known solution path (guiding questions: "What do we want to achieve?" as well as "How do we achieve it?"), I recommend the phase model of traditional project management, which includes five following phases:

1. Analysis and Initiation:This is about taking stock and determining the current state with regard to whether a process or activity needs to be changed.
2. Planning:The second step focuses on the development of a change concept and the creation of a corresponding plan.
3. Implementation:In this phase, the change concept is implemented and the change plan is implemented.
4. Control:This phase is used to monitor the change process and ensure that deviations are identified.
5. Graduation:In the final phase, the change process is evaluated in retrospect, the new processes and systems are monitored, and a final report is prepared.

Even in this traditional model, there is what is called a "change request" that accounts for change. For change requests where the outcome is in complex space (see Stacey diagram), i.e. the "what" and "how" are rather unknown, it can help to use an agile framework. In this way, changes can be implemented in small sub-steps and controlled in the follow-up before the next step is taken.

Working completely agilely in sprints using SCRUM, for example, is a helpful approach, especially when there are many uncertainties in the new environment. The Plan-Do-Check-Act cycle, on which SCRUM is ultimately based, is already familiar to many companies in the area of quality assurance. The "Check" artifact of the PDCA cycle or, in SCRUM, the "Review" and the "Retrospective" are of particular importance because they involve all stakeholders and shape the change process. The goal and the environment therefore dictate the right tactics, namely those that promise success.

Impulses from the management level

Good change management begins with a clear vision from the management team of how and where the company wants to develop in the future. If those responsible are committed to this, they create an environment in which employees can prepare themselves internally for the upcoming changes. After all, those who can understand the opportunities of change accept them more easily. In order to integrate all the company departments involved in the change process in a value-creating way, a change management team or a change management representative should first be selected to assume responsibility for implementing the change process. If this is an entire team, it should be made up of people from all the departments involved and be interdisciplinary. It helps the departments involved by creating schedules, providing resources and monitoring progress.

3 basic rules for building a change management team:

1. Recognize capabilities: Those involved in a change management process should have certain skills so that the change can succeed. In addition to technical and organizational knowledge, these include attributes such as strong communication skills, stakeholder management, patience and leadership. Of course, these skills do not have to be bundled in a single person - it is even better if the team represents as many different perspectives as possible.
2. Grant resources: Change management is definitely exhausting, which is not only due to the upcoming change as such, but also to the time aspect. It is therefore important that the stakeholders involved have access to the above-mentioned resources during the process. If they do not, delays, frustration and mistakes will result.
3. Give confidence: Because that is the basis for getting involved in the change inwardly in the first place and then being able to carry it through successfully outwardly.

Breaking through negative defensiveness

Regular feedback loops between the departments and the change management team are particularly important here, because this is the only way to ensure that the jointly agreed changes can be implemented successfully. In addition to these formal aspects, an appreciative and cooperative attitude on the part of all team members is immensely helpful.
It should come as no surprise that this does not always meet with acceptance from all those involved right from the start. In most cases, reluctance is related to the fact that change management processes initiate a change that means saying goodbye to familiar things that suggest security. This can then lead to negative feelings among some of those involved, which are related to the fear of the unknown. Ultimately, this is human and also normal to a certain extent. Each and every one of us has certainly been in a completely new situation that seemed uncontrollable and to which we then reacted with defense mechanisms. During change processes in companies, such feelings can be triggered especially when employees feel threatened or blindsided by the new and have not been given enough information or time to understand the changes. Managers have the important task of conveying security and clear goals and of leading by example.

Appreciation and cooperation

Successful change management involves everyone. Because those who can understand the need for change, see its opportunities but also the associated risks, can also accept a change. Such involvement can take the form of workshops or training sessions, for example. It is important to address and take seriously any concerns and doubts, but also all ideas and opinions of the employees and to actively involve everyone in the change process. Empathy with those involved is crucial and conveys understanding and acceptance. This does not mean that there has to be unanimity in the approach or that decisions have to be made democratically. It is also helpful to involve those employees who have a strong positive influence on their team members, regardless of their position. This is because these people usually act as role models and, comparable to "influencers" in the social media, influence their environment with their point of view and behavior.

Patience is the mother of all change

It is important not to assume that the initiated change processes will immediately deliver final results visible to all. Good change management is sustainable, and therefore it takes time for the expected results to become apparent. It makes sense to create success criteria along the way that can be measured. Four out of five stars in a survey is another such measurement result.

Author:
Rafael Koch is Head of Customer Success at Operations1. Together with his team, he introduces Operations1 software to customers and has successfully supported many change management processes. Prior to Operations1, he worked in aviation project management with great enthusiasm for aerospace. Rafael studied industrial engineering (Bachelor of Engineering) and also worked in risk management worldwide. More at: www.operations1.com