Prosci has been publishing content on the countless aspects of change management since the 1990s, and based on research and feedback provided by our clients, we've put together a list of the six focus areas that change practitioners have identified as where they need more resources and support. The below list includes "five tips" for each of these topics with links to more in-depth content.
Five tips for: Succeeding in change management
These five tips are aimed at applying an intentional, structured and customized approach to managing the people side of an organizational change. In Prosci's 2009 benchmarking study, the use of a structured approach was the #3 contributor to success - and use of a methodology correlated with meeting project objectives. The other tip highlighted engaging those in the organization who are the face and voice of change - your senior leaders and front-line managers. full tutorial
Resistance to change is one of the major issues change management addresses. In Prosci's 2009 benchmarking study, resistance to change was the #2 obstacle to success identified by study participants. However, change management extends beyond the systematic elimination of resistance; it includes engaging employees and creating a compelling case for the need to manage change proactively. Participants in the 2009 study stated that when change management is applied effectively, much resistance can be avoided. A formal and forward-looking approach to mitigating resistance and addressing the root causes of resistance results in better performance. full tutorial
Communication was the #2 overall contributor to success in the 2009 benchmarking study. The communication plan is one of the five levers used in Prosci's methodology. A structured communication effort that begins early in the project lifecycle and answers the key questions employees have - like why is the change happening, what are the risks of not changing and what is the benefit to me - creates momentum for change. full tutorial
Managers and supervisors are some of the most important allies in times of change. They have the proximity to and relationships with employees that are critical for building support and navigating resistance in times of change. Unfortunately, many managers and supervisors are not being provided the skills and tools they need to become great leaders of change. Remember, being a great manager and being a great change leader are two different things. Managers and supervisors must first be on board with a change before they can lead their direct reports through the change. full tutorial
As organizations face more and more change, effectively managing change is becoming an increasingly important strategic capability. However, building an organizational change management competency is a significant undertaking - you are fundamentally changing how the organization reacts to change. When organizations decide to build this competency, they must treat the effort as both a project and a change to be managed. Research shows that there are five areas that must be leveraged to deploy change management across an organization - what Prosci calls Enterprise Change Management. full tutorial
Change saturation occurs when there is so much change occurring that it has negative consequences. Given the competitive, customer and economic demands, many organizations are facing a point of change saturation. The result is negative impacts on individuals, projects and organizations. Once an organization begins to consider its change load and the cumulative and collective impact on employees, it can begin to manage the portfolio of change more effectively. full tutorial
Tim Creasey is Prosci’s Chief Innovation Officer and a globally recognized leader in change management. His work forms the foundation of the largest body of knowledge in the world on managing the people side of change to deliver organizational results.
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