Change Management Change is when events occur that

Change Management • Change is when events occur that result in our normal environments being altered, varied or substituted. This in turn, requires us to do something differently. • Change is constant and with us all the time • Change varies in degree from a minor irritation to something with major impacts • Change Management is the process of initiating, implementing and embedding change BSBPMG 507 A Manage Project Communications

Projects and Change • All projects cause change Projects Change • Project Management and Change Management are closely aligned • Communication Plans and Human Resource Plans often include sections related to Change Management BSBPMG 507 A Manage Project Communications

Change Management Phases 1. Preparing for change - Ending 2. Managing change - Transition 3. Reinforcing change - Beginning • These can be incorporated into a project’s phases to improve the chance of success Prosci’s Change Management Methodology BSBPMG 507 A Manage Project Communications

Stages of Change • The change process is the progression from endings, through transitions to beginnings Endings • • • When change occurs, some things come to an end or things are done differently. These endings can be painful and confusing People must come to terms with these feelings before they can move on. If people are not able to let go of the past, they will take unnecessary “emotional baggage” into the new situation Transitions • • • BSBPMG 507 A Manage Project Communications It is a time of keen awareness of what is ending and what is beginning People are vulnerable and need support networks to help them move forward. This is the time for sorting out and getting the right emotional and attitudinal responses for success in the new situation. Beginnings • • People are now feeling good about the change and positive about the future True acceptance of the change can take place because uncertainty should have ended, you are now comfortable with your surroundings

Commitment Curve • It represents the typical progression of a population of people as they undergo a change. Progression up the curve is far from guaranteed and often stops at Understanding. Commitment It’s what I do everyday and its just part of my daily role Buy In Understanding Awareness Contact I have heard about this change We have to get this change in place and working as its critical to our business strategy This change is supposed to deliver increased performance by altering X and allowing us to do Y This change is going to have an effect on us in some way Time BSBPMG 507 A Manage Project Communications

Transition process of change • The aim is to get the project team and stakeholders through the transition period with a positive or accepting attitude Transitions Time BSBPMG 507 A Manage Project Communications

Resistance to Change • When change comes people often don’t like it and may not feel good • Resistance can block change unless people learn from it • Resistance provides information which can help change move forward in a positive direction • For this to happen you must learn to engage resistance and be energised by it • Similar impacts to conflict, can be both positive and negative • How you resolve and manage the resistance factors will determine the success, or not, of the end result BSBPMG 507 A Manage Project Communications

Resistance Factors 1. Loss of Control ü ü ü Many individuals feel resentful when change is imposed on them A sense of control is essential for the self esteem of most people Imposed change can remove this sense of control, leading to stress and an attempt to reassert control by overt or covert sabotage 2. Fear of the Unknown ü ü ü When the future state is unknown, fear and subsequent resistance can be generated This is a particular problem in Transformational Change or very large projects, where the change is so extreme or complex that most people are unable to see their own personal future state Not unreasonably this can lead to unwillingness to change 3. Self Doubt ü In some cases individuals fear they wont be able to learn skills, or conduct tasks as required in the new model can lead to resistance BSBPMG 507 A Manage Project Communications

Resistance Factors 4. Unexpected Change ü ü People react negatively almost instinctively when decisions or demands are placed upon them without any forewarning or chance for preparation An individual who has had no time to think through their reaction will almost certainly react negatively and resist change. 5. Force of Habit ü ü Many people are habitual in their nature and resent any break to this routine Change disrupt routines, causing insecurity and hence resistance 6. Ego ü ü If something is to be changed, that implies the way it was done by before by the people doing it was wrong or inferior A surprising amount of resistance faced by change agents is due to this. BSBPMG 507 A Manage Project Communications

Resistance Factors 7. Chaos Theory ü Changes occurring in a professional environment can have an impact on a people’s personal life. ü Examples of this might be changes in location, work colleagues who are personal friends etc. 8. Increased Work Load ü The implementation of change, and the actual change itself can lead to increased workloads. ü An unwillingness or a simple physical inability to increase a workload can be a cause of resistance 9. History ü A history of failed changes, or simple exhaustion from constant change (often known as change fatique) can cause resistance. BSBPMG 507 A Manage Project Communications

Characteristics of Resistance Is Is Not Inevitable Necessarily logical A natural function of change A sign of disloyalty Manageable Something to overcome or combat An attempt to protect the individual point of view Aimed at an individual or to be taken personally A sign that something important has been Designed to discredit your competence found A sign that the potential for change exists Indicative of poor performance A sign of controlling the change process A sign that the change process is out of control A learning process BSBPMG 507 A Manage Project Communications

Consequences of Not Changing • If the change is critical to the success of the project then people who continue to resist may suffer the following – ü Increased personal stress ü Reduced results and job performance ü Reduced effectiveness ü Reduced efficiency ü Reduced job satisfaction ü Illness and absenteeism ü May be forced to leave ü May elect to leave BSBPMG 507 A Manage Project Communications