Determines Their Success

Change management is a field that has grown significantly over the last 10 years. CM is actually the process of "inducing" change and than managing the process until completion. Identifying the need for the change at the right time is one of the most difficult things about this process. However, assuming that it has been identified correctly and opportunely, how does one ensure its success?

There are many theories regarding CM and how to do it. The literature keeps on coming up with more. One good methodology is the ADKAR model. This model identifies 5 areas of concentration for change management to be effective. The areas are Awareness, Desire, Knowledge, Ability and Reinforcement (there is ample literature on this model readily available). This is a good model to research.

In my experience, having directed numerous large-scale change management projects, the true keys to success are Awareness and Willingness. Spending the resources and time on these two areas will ensure ultimate success in the whole program. So what do I mean by awareness and willingness. Awareness is the concentrated effort on behalf of companies to make their employees understand the "problem" and the "solution" that the CM program is trying to address. Effectively communicating this is paramount to compliance. Almost everyone is terrified of change of any kind, especially when it is not clearly understood and when the clear benefits or results from change are not explained.

While there are some aspects of any change program that can not be totally revealed, the basic premise, most often, can be shared. It is well worth the effort to communicate the end results desired to both employees and major stakeholders. Getting their awareness is crucial to achieving their willingness to comply.

Willingness to take on anything is a powerful energy that can propel and bring momentum to any program. In the case of CM it is a necessity. The more willing people are to take on change initiatives and go into the "new" unknown, the more likely are the programs going to succeed. "Buy-in" can be achieved by very specific ways:

a) create a confidential system where employees or stakeholders can bring up their concerns
b) address these concerns in a public forum regularly (either via newsletter, company meetings, webinars/teleseminars etc)
c) find specific ways to counter concerns with positive results that are worth the effort, the periods of uncertainty and discomfort.

Expending the necessary resources to develop awareness and willingness is a wise investment that will ultimately bring amazing results to any Change Management Program.