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Articles
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June15
2018
Part 2 - Preventing and Managing Individual Resistances
Resistance arises as a natural and arguably healthy consequence of imbalances provoked by change. It is fair to say that resisting is part of the game. It does become a real issue, though, from the moment the phenomenon solidifies and people stand on their refusal to change. The first part of this series focused on managing resistances at the collective level as a way of mitigating their effects at the individual level. The following offers tools to diagnose individual resistance patterns and to deal with resistance behaviours in the most effective way. Be warned that the best tricks are also the most counterintuitive! Four resistance reactions. “Am I really able to change?”, “Do I want to change?”, “What’s in it for me” … are just a few questions that arise whenever change is under way. The following typology classifies resistances along the two main dimensions that ...
Written by
Valérie Spaey -
May31
2018
Part 1 - Preventing and managing resistances at the collective level.
Ask any manager what is the hardest part about dealing with change, and chances are the response will be: managing resistances. Change is usually associated with uncertainty, stress and more often than not, a crisis of confidence that must be addressed head-on. In a nutshell, resistance operates as a survival strategy in the face of turbulences shaking down existing structures. As a normal result of disruptive events, it is not something leaders can turn a blind eye to. But the problem is precisely that those who initiated the change - or already adjusted to the new reality - have fully integrated it and tend to minimize difficulties as a result. Worst still, communication is often conceived of as a tool to inform, not to ease anxieties or frustrations and establish trust. This is a real problem for organizations given that communication is one of the key factors for driving ...
Written by
Valérie Spaey -
May22
2018
Most ineffective methods to deal with resistance.
Resistance is inherent to change. It may emerge at every stage of a project lifecycle and when left unchecked, ripple effects are usually devastating. Before things spin out of control, you might want to take stock of the lessons to be drawn from adverse scenarios. That’s right! Here is a list of the don’ts. Worst practice #1: Treating it as a non-issue. This may sound like a paradox, but ignoring resistance only adds fuel to the fire. What was once considered as a non-issue becomes a pressing priority as resistance spreads rapidly across the organisation. So much so that resistance is cited among the top obstacles to Change Management, along with lack of sponsorship, Change Management buy-in and prioritisation[1] (PROSCI 2018). What to do instead: As a rule of thumb, expect resistance whenever the status quo is threatened. Be proactive. Address the issue head-on by identifying its ...
Written by
Vincent Piedboeuf -
May14
2018
Change Management: how mature is your organization?
In a competitive economy, there is growing awareness in organizations of the need to respond effectively to changes in order to stay in the game. For many, this has yet to translate into practical efforts to ultimately build CM (Change Management) as a core competency. At stake is the number of projects completed on time while staying on budget and delivering expected ROI. So where does your organization stand in terms of CM and where should you focus in order to improve? Using PROSCI’s auditing model[1] to rate CM “maturity” on a scale from 1 to 5, we help you find the right answer. Maturity Rating. When change comes as a surprise to most people in an organization, causing resistances, we really are at ground zero. Moving up the CM maturity model requires more attention to the people side of change. Level 1 - “absent or ad ...
Written by
Caroline Morck Jensen -
April23
2018
Getting started with Change Management: Prosci’s Five Tenets
Status quo is a dangerous place to be. In our fast moving world, organisations are pushed in the back to adapt and transform. But dealing with change takes intention and structured actions. Rushing headlong from one activity to another can only make things worse. That is where Change Management comes into play. As a context-specific approach, it requires a sound understanding of the reasons driving change and of its impact on the people. Only then can Change Management plans be properly rolled out. Here are Prosci’s Five Tenets of Change Management to help you get off to a great start. 1 - We change for a reason. There are three states in the change process: for simplicity the « current state », the « transition » and the « future state ». Whatever the words, change is always driven by a reasonable expectation that the future will be better than the present. Triggers ...
Written by
Vincent Piedboeuf -
February27
2018
"How to": Integrating Change Management and Project Management
When it comes to implementing a project or a set of projects, Change Management (CM) can make a big and lasting difference. Unless you have extra cash burning a hole in your pocket, you have to make sure everyone is on board. The simple truth is that the highest-quality technical solution may be a crash if not fully embraced and adopted by the people. Integrating CM and Project Management (PM) is all about bridging the gap between instalment and proficient, broad-based usage. PROSCI calls « unified value proposition » this combined effort to achieve sustainable change and improve the overall performance of the organisation. On a more general note, binding CM and PM may further advance the agenda of a discipline too often seen as peripheral or fuzzy. Project leaders have a knack for structures and processes, but so do CM practitioners. For CM teams, a unified value proposition means entering ...
Written by
Vincent Piedboeuf -
February08
2018
Change Management in an Agile framework
New project using AGILE? You now operate in an environment promoting iterative methods and quick wins. To keep up with the new pace and deliver on its promise, CM has to mirror the rationale of AGILE. They certainly have many commonalities, such as a strong emphasis on individuals and interactions, responsiveness to new contingencies and overall organizational fluidity. Regardless of the crossovers at a meta-level, CM is impacted in multiple ways when it comes to adjusting its practice in a project using AGILE. Differences, key factors to success, common pitfalls along the journey … using major insights derived from a recent benchmarking study led by our partner PROSCI[1], we help you to get the basics right. What it changes for Change Management. Think of it this way: under the AGILE umbrella, projects are sliced into iterative pieces. This is akin to a “just-in-time” delivery method involving quick moves. ...
Written by
Valérie Hospied -
January22
2018
Carving a path to "Agile" through CM
Endless meetings, too many shifts of responsibility and overall slow decision-making are lethal for any organization operating in a fast-paced environment. Most frequently cited reasons for revamping working routines include a better alignment with client’s needs, optimized efficiency and increased speed of delivery and flexibility (Creasy T. & Prosci 2017). That is where AGILE values and principles come into play. Of course, transitioning to AGILE is easier said than done. When it comes to introducing AGILE as a standard approach, a clear structure and strong purpose are essential. Even though there is no ready-made receipt that can be applied in all circumstances, there are a number of success factors that can get you on the right track, faster[1]. The journey towards success starts with managing the people side of the “Agile Transformation”. Keys to success. AGILE is a culture in itself (a manifesto that outlines 12 ...
Written by
Valérie Hospied -
December06
2017
Team leaders: Dare change your style to stay in business
Being a team leader in a context of uncertainty is an issue of our times. More and more changes are taking place at a dizzying pace. They range from global market volatility to high employee turnover rates to digital challenges … the list goes on. How do you prepare for these roller-coaster rides while striking a balance between the well-being of people and performances? Team-based employee empowerment is a key part of the answer. Scandinavian countries are often referred to as exemplary models of managerial cultures that grant organizational latitude to teams. Belgium and France are not quite there yet, albeit for different reasons. Empowering autonomous teams in the face of both internal and external clients takes a gradual shift at the management level from a broad focus on operational functioning to managing social dynamics. Transforming managerial cultures may seem a daunting task, but a rigorous and systematic approach ...
Written by
Vincent Halluent