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18/06/2015 10:42:19 AM

Management of radical change likely to differ from the management of incremental change

It is important to also remember that a given project or initiative will impact different groups  in  your  organization  very  differently.  Change  is  not  homogonous. For some in the organization, the project may only have a small impact on their day to-day work and processes. For others in the organization, however, the same project may  cause tremendous  disruption.  Each  individual  has  their  own  current  state  and their  own  future  state  required  by  the  change - thus  they  have  their  own  gap  to bridge. Think about the following example. An organization is redesigning its expense reporting  system,  moving  to  a  new,  fully  web-based  and  automated  system. Now think  about  these  four  employees  and  how  the  change  impacts  them,  either  incrementally or radically. For example: 
Employee 1: “I only file about one expense report a quarter.”
Employee 2: “I’m a sales person and file weekly expense reports.”
Employee 3: “I administered an old website and will administer the new website.”
Employee 4: “I am in accounting and manage the backend of all expense reporting.”
The  same  project - a  new  expense  reporting  system - has  a  very  different  impact on these four sample employees. The projects occurring in our organization have  the  same  quality.  They  impact  different  groups  very  differently.  To  be  an effective change manager, we must segment the different groups in our organization, understand  the  magnitude  of  impact  on  those  groups  and  build  our  change management plans accordingly.
Key lessons for change managers:
The  biggest  take  away  for  change  managers  is  that  a  "one-size-fits-all" approach is not appropriate or effective for change management. We must understand the magnitude,  disruption,  gap  and  size  of  change  to  build  the  right  approach  to change management. Conduct  sizing  assessments -  In  Prosci's  3-Phase  Methodology,  a  change characteristics assessment is completed during Phase 1 - Preparing for changeTM to help me understand the nature of the change, including how disruptive it is going to be.  An  understanding  of  the  size  and  type  of  change  is  a  necessary  input  for customized change management plans. Customize our approach - our change management strategy and plans should reflect whether the change is incremental or radical. The size of the disruption of the change should  impact  our communications  plan,  sponsor  roadmap, coaching plans, training plans and resistance management plans. Customize and scale our approach based on the unique impact and qualities of the change. Segment  groups  and  address  them  specifically  and  appropriately - This  is the step of looking at the individual impacts that may be either radical or incremental depending on the change and the groups that are being impacted. Do not treat every group the same; adjust our approach based on how the change uniquely impacts that group. By focusing on the individual change impacts, we will build a more complete view of the change and better engage each of the groups.

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