The art of change management

• Definition, Explanation
• Tips, Checklist

Changes in companies have become an all-day part of work: Changes of how things are organized, changes in working conditions, of teams, of bosses, of processes, of use of hard- and software, strategic redirection to new customers and competitors and products, demand the employees to permanently adapt to new situations. Such changes can unsettle and frighten people which expresses itself through resistance and perseverance. To avoid that, successful change processing requires to be directed properly by the management and the executives, which means, first of all, to be well communicated.

All change processes can be divided into common phases. Social scientist Lewin distinguishes the phases of

• Unfreezing: Diminish resistance
  When it turns out that expectations and goals are no longer met by reality, changes become necessary. The ones who recognize this are to be strengthened, while resistance is to be reduced by elucidation. It includes conveying reasons for the change and developing vision. The goal in this phase is to build change-consciousness and –readiness. The management must support the change idea
• Moving: Realize intended changes
  Define and communicate precise goals besides the vision and strategy, derive measures to be taken, delegate responsibilities, monitor and record single steps and results, qualify staff members. Make sure that new behaviour is practised
• Re-freezing: Stabilize new behaviour
  Results have to be permanently reflected regarding the goals and to be documented. The change process should be the beginning of a continuous improvement process, CIP. The change process itself is closed with this phase. Introduced novations are perceived normal in everyday business

Management consultant Duck distinguishes

• stagnation
• preparation
• implementing
• practise
• realization

Change Management is part of executives’ responsibilities. To make great change processes like working out a new Organizational Culture, or the merging of two formerly independent companies, possibly intern and extern consultants are involved. Standard methods and concepts that consultants apply are Business Process Reengineering, Total Quality Management, Lean Management and Core competencies Redirection. Change management is not a temporary project but runs permanently in the form of the steady changes that keep companies marketable.

• Watch attentively where your company and your market are moving
• Be prepared. Changes are all-day business and will involve you, too
• Have a positive attitude towards changes
• Recognize necessary changes yourself, and promote them actively
• When you foresee a change to come, prepare for it, e.g. attend an educational programme in the home country of a future customer
• Set a good example and make small changes. Inform the affected staff members and your bosses, and point out what you would like to achieve with it
• Monitor in how far your measures succeed as planned
• Make your bosses aware of improvement potential
• For executives, the above tips are even more relevant. Take your staffs’ fears and resistance seriously, inform everybody about due changes, involve them and set a good example, celebrate successes
• Although man is sceptical towards novations at first, an actual reason to be suspicious is when there occur no changes at all in your company. This can be an indication that you are in a dying branch or a company without a future
• The instrument in change management is clear and broad communication by the methods of presentations, moderation, feedback, coaching and conflict management
• As an executive, do not utilize pressure and fears. This, instead of attuning the staff to changes, will normally achieve the opposite and might rather harm your project