People, Process, Product: Part Two

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In a previous post, we wrote about the importance of putting people first in the journey toward success, technology notwithstanding. In this post, we acknowledge the constructive importance of technology — provided the people using it are adequately prepared for the changes it brings. And that brings us to change management.

Change management connotes a systematic approach to managing people through change to achieve desired outcomes — preparing, equipping, and supporting individuals, teams, and organizations to adopt, to adapt, to personalize, and to sustain changes effectively, minimizing resistance and optimizing outcomes. It addresses the emotional and behavioral aspects of change, not just the technical ones.

If you want to go about managing change with some structure, there are two popular frameworks to consider:

Kotter’s 8-Step Model:

  1. Create urgency.
  2. Build a coalition.
  3. Form a vision.
  4. Communicate it.
  5. Empower action.
  6. Generate short wins.
  7. Consolidate gains.
  8. Anchor new approaches

ADKAR Model: Focus on individual change through:

  1. Awareness
  2. Desire
  3. Knowledge
  4. Ability
  5. Reinforcement.

Both of those frameworks can be very effective. But they might not be necessary.

Plan B

With or without technology, change management starts with the vision of a desired state. If it’s done constructively and successfully, it’s about the people without whom there would be no change to manage. It’s about their emotions, their attitudes, their behaviors, and whether they’ll resist or embrace the change. It’s about the process of their adopting and adapting to the product.

The good news is most people are resourceful and resilient. If you recognize that and give them credit for it, they’ll most often surprise you pleasantly. And if you let them know what needs to be done — give them the guidance and support they need without telling them how to do it — they’ll likely respond with enthusiasm and ingenuity.

There are times at which some people who’d been star performers with older technologies don’t perform so well with new ones. On the other hand, there are more times at which people who might have been marginal performers with older technologies become stars with new ones.

Change is iterative—start small, learn fast, and view people as partners, not obstacles.

Then stand back and be amazed.