Author: Sandra Effenberger
Created: 27.12.2019, last update: 09.12.2024
Table of contents
Core functions and elements of change management: an introduction
The role of the manager in change management
Lewin and Kotter: a comparison of traditional change management methods
The role of project management in change processes
Mastering change in the company: success factors and challenges
How does change management become successful?
Frequently asked questions - FAQs
In today's dynamic business environment, change management plays an essential role for organisations of all sizes. It enables organisations to strategically plan, implement and manage change in order to achieve their goals. These changes can range from the introduction of new methods to complete organisational development. But what exactly is change management? And what benefits does it offer your organisation?
Core functions and elements of change management: an introduction
Introduction to the concept of change management
The definition of change management refers to the change process that structures and directs organisation-wide change. It is a strategically planned and organised approach to managing change processes with the aim of ensuring that the workforce supports and participates in this change.
Change management as a strategic tool in the change process
Change management is often used as a strategic tool to successfully implement organisational change. As a strategic tool, it is used to plan, manage and realise the desired changes in the company.
The deployment phase: from theory to practice in change management - the transformation
Once the change processes have been strategically planned, the actual change phase, also known as the deployment phase, begins. In this phase, the changes are implemented and the achievement of objectives is monitored.
The role of the manager in change management
The manager as the driver of change
In change management, the manager is the driver of change. Their role is to set the direction, steer the change process and ensure the involvement of employees.
Kotter's 8-step model and its relevance for managers
Kotter's 8-step model provides a verifiable path to achieving the objectives of the change process. This model was developed by John P. Kotter and is considered one of the most effective change management models.
Involve employees: Proactive change management by managers
A proactive approach to change management emphasises the role of managers in involving employees. Involving employees in the planning and implementation process increases their acceptance and participation.
Lewin and Kotter: A comparison of traditional change management methods
Kurt Lewin's three-phase model: Unfreeze, Change, Refreeze
Kurt Lewin's three-phase model is one of the classic methods in change management. It focuses on the "unfreezing" of previous structures, the change and finally the "freezing" of the new methods as a stable state.
Kotter's 8-step model: approach and advantages
Kotter's 8-step model emphasises change as a process that should be integrated into management and employees. This integrated approach leads to successful and lasting change in the organisation.
Lean change management: a modern alternative approach
Lean change management is a modern alternative approach that places flexibility and agility at the centre of the change process. Its aim is to be a continuous, agile and focussed change process.
The role of project management in change processes
Project management as the basis for successful change projects
Project management forms the foundation for successful change projects. By setting clear goals, milestones and monitoring progress, project management can ensure that change planning is adhered to.
Agility in project management: flexibility in the change process
Agility is crucial for the success of change projects. An agile approach allows flexibility for changes and improvements during the project and therefore makes it easier to manage change processes.
The target state: Objectives in change management
The target state represents the planned outcome of the change process. Clear objectives and their communication are crucial for the successful implementation of change measures.
Mastering change in the company: success factors and challenges
The impact of change on corporate culture
Changes always have an impact on corporate culture. Successful change management must therefore take the corporate culture into account when planning and implementing changes.
Affected employees: the human aspects of change management
Effective change management takes the human aspects into account. It is important to understand and take into account the needs and expectations of employees in order to ensure their involvement in the change process.
Change management training: The holistic preparation of the workforce
In order for change processes to be implemented successfully, the workforce needs to be thoroughly prepared through training and learning processes. This investment in skills development is a key factor in the success of change projects.
How can change management be successful?
How does change management become successful?
No project is the same as another. High demands are placed on every project manager and participant in order to achieve the defined goal. In the classic view of projects, quality, time and budget are often put into relation and constantly observed. But what about the additional changes that occur? What is the reason that in the end the result was achieved, but is not used as it was intended?
A project is initiated and already in the first steps changes are worked out on the professional level. A number of companies offer different methods with which projects can be successfully implemented.
Dealing with the findings from the project
How do you measure whether a project is successful or not? Is it enough if the technical result is achieved at the end? Answer these questions for yourself. It is not important whether you are part of the project team or a user of the result of the project. Both perspectives offer a chance in the project reviews to show what has been achieved through the change.
By now, at the latest, you will wonder why we have taken up this topic. Quite simply: in our experience, the technical goal is given such priority that one of the most important resources does not receive enough attention. Both the result and the subsequent "commissioning" of a project depend to a decisive degree on people.
When changes are made, those affected by them must be taken along. Only when it is understood: "Why are these changes happening and what do they mean for me?" can they be carried. "Logical", you will now think. Yet it does not always work. Why not?
Initial situation
Let's take a step back. The management gives you a project. As project manager, you now have the task of putting together a team. The number and selection of experts is left to you as project manager. The first project meeting serves to communicate the task at hand to the team. Here you also present the desired division of labour and, ideally, the rules for communication and information distribution. This results in the individual work packages, based on the technical competences.
In this phase, it is often not thought of to appoint a team member to take care of the changes and their effects. It is not always necessary for the project leader to take on this task.Most of the time this is not possible because of his or her responsibility for different projects. Especially if the project is very complex and may involve procedural innovations. It is not uncommon for colleagues outside the team to be forgotten and only included at the end. The more openly a project and its results are shared, the sooner you will be able to "get colleagues on board".
Put yourself in your colleagues' shoes. They hear that something is coming up, but they don't know exactly what. How open-minded would they be about the change if they were informed in more detail? If they were told what the background to the change was?
Teammotivation
But not only externally, but also within the team itself, it is important to ask "Are we still on the same path? Involving external people also counts here. Only when you are sure that the whole team is on the same level of understanding and you trust your team will it be successful. Your job is to lead the team and to identify and resolve conflicts. Your job should not be to polarise.
Communication rules
In addition to the distribution of information, there is another valuable component in communication, the way we interact with each other. Take a look at how your project meetings are run. Is there a framework for discussion that allows each person to experience appreciation? How do you deal with it when you notice that not everything is going positively from the participants' point of view?
As project leader, you are assigned the task of moderator. Do you manage to involve all participants through targeted questioning techniques? Do you repeat what you have heard to show that what was said was understood? Do you find positive formulations when something is questioned due to mistrust or lack of understanding?
If you include feedback rounds, thoughts, feelings, needs and interests can be expressed. The longer a project lasts, the more the view of the individual changes. Capture the different perspectives in order to check and adjust the priority of the project phase and its contents at any time. Because every project is human.
Frequently asked questions - FAQs
What is the definition of change management, simply explained?
Change management refers to the process in which major changes in organisations are planned, implemented, controlled and stabilised. It is about managing change processes efficiently and endeavouring to ensure that these transformation processes are completed quickly and productively.
What does Kurt Lewin mean by his change management model?
Kurt Lewin developed a simple model to explain change processes. It consists of the three phases of unfreezing, changing and freezing, which embody the transition from the current state to the target state. The focus is on managing change and stabilisation after the change process.
What are the functions of change management in an organisation?
Change management in a company has the function of efficiently controlling planned changes and preparing employees for the upcoming changes. It supports organisational development, promotes productivity and enables the implementation of changes in corporate strategy.
What role does the management team play in change processes?
The management team plays a crucial role in change processes. It drives the changes, defines the need for change and is responsible for the successful implementation of the change process. It is also the task of the management team to train and support employees.
What does "constant as change" mean in the context of change management?
"Constant as change" is an expression that emphasises the constant need for change in the corporate world. In the context of change management, it means that change and transformation are a constant and that management needs to manage them efficiently to ensure the stability of the organisation.
How do the phases of change processes work?
The phases of change processes are generally based on Kurt Lewin's model. First, the current state ("unfreezing") is analysed and the need for change is identified. In the next step, the change process is implemented ("change"). The final step is the consolidation phase ("freeze"), in which the new methods and processes are anchored.
How can changes in organisations be driven forward?
Change in organisations can be driven by the leadership team by communicating a clear vision and strategy for change. They should involve employees in the change process and create a supportive environment where feedback and new ideas are welcome. A good change manager can help manage resistance to change and promote acceptance of change.
What are the benefits of change management?
Change management offers many benefits. It helps organisations to implement planned changes effectively and increase productivity. It also minimises the impact of change on employees and increases their acceptance of change. It also improves communication within the company and promotes better organisational development.
How do you involve employees in change processes?
In change processes, it is important to involve employees right from the start. They should be informed about the purpose and benefits of the planned changes and have the opportunity to give feedback and ask questions. Open dialogue and transparent communication can help to reduce resistance and promote acceptance of the change.
How can productivity be improved through change management?
Through the efficient planning and implementation of change, change management can help to improve processes and increase efficiency. This can lead to improved productivity. In addition, a well-designed change process can help boost employee morale and promote acceptance of change, which can also improve productivity.
Perhaps also interesting:
- Change Management II - Recognizing conflicts
- Change Management III - Positive support for change
- Blog article: Simple and efficient project management
- Blog article: Continuous improvement process CIP
- Blog article: Quality management in the company
- Blog article: The deming circle explained simply - The PDCA cycle
- Successful change management with software - process example & advantages