Comments on: You Don’t Have to Call It Change Management to Do It

By: Andrew Duffield

Andrew Duffield — Thu, 28 Aug 2014 02:25:20 +0000

Love this article. I have used the concepts contained within to describe what I think change management is or should be so that leaders are not so scared of the change terminolgy. The other comment from Stephanie also works for me regarding incentives. I think there is a tendancy to try and change behaviours /culture or work places, but keep on rewarding in the same old manner rather than rewarding for new beahavours or ways of working.

By: Martin Fenwick

Martin Fenwick — Thu, 16 Jan 2014 22:16:49 +0000

A great story that just shoes to show how these are the exactly the right things to build into a change plan. They may not have had a plan but somehow their experience told them what to do. For those that see this as a reason not to have a plan ( so we can just get on with it) the risk of no plan is always that you’ve not thought through how to handle when it goes wrong e.g. ‘What of the resistance is too great’ for example.

For those new to planning change these are great examples to include.

By: Stephanie Owen

Stephanie Owen — Thu, 16 Jan 2014 12:22:17 +0000

So well summarised, Heather!

Your headline resonates because I am from that school: I’d been “doing” change management long before it became a buzzword. To me, change management is often a set of responsibilities carved out of the project manager or change sponsor’s broader job, so that it receives appropriate focus and so that specialist skills can grow. Ultimately, though, it is the change leader/sponsor’s role to lead the change and be accountable for its success.

To your list, I would add, from my experience:
– implementing the right incentives (tangible and intangible)
– making it EASY to behave in the desired manner (new way = easier than old way)
– building capability/skills/knowledge of how to do things the new way

Thanks for the post.