By Peter Tarhanidis, PMP
- Address the “human side” systematically. Engage employees early in the planning phases. Proactively manage suggestions and concerns based on their field of expertise.
- Start at the top. Gaining executive buy-in to ensure the likelihood of success.
- Involve every layer. If the change affects the entire organization, then consider identifying managers at each layer to be responsible for the change management plan.
- Make the formal case. Establish a business case with defined goals that articulate the rationale behind the change and the benefits it will deliver to stakeholders. This could be a renewed organization mission or vision statements.
- Create ownership. Motivate employees to take ownership of the change and leverage the organization’s rewards and recognition system to reinforce those team member commitments.
- Communicate the message. Teams need to understand how to be successful in driving change. Establish a formal plan to deliver that message through a communication matrix that includes methods such as town halls, videos, team meetings and informal gatherings.
- Assess the cultural landscape. Assess the organization’s values, beliefs and attitudes to obtain the baseline culture. Then contrast the baseline against implications of a new, post-change culture to determine what to communicate to stakeholders as the value of the organization’s new culture.
- Address culture explicitly. Provide employees the expectations of the new culture, and identify ways they can help it flourish. Reinforce those who embrace the new culture by using the organization’s rewards and recognition system.
- Prepare for the unexpected. There may be a new set of stakeholders not originally considered during the development of the change plan. Remain flexible to integrate their engagement, should it be warranted.
- Speak to the individual. Identify an individual’s emotional situation and prepare to understand their reaction to change. Then guide them to adapt to new ways of working.
The views expressed within the PMI Voices on Project Management blog are contributed from external sources and do not necessarily reflect the views and opinions of PMI.
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