Paradigm shift

Rabbit or duck?

A problem that I often encounter when running Prosci Change Management Practitioner certification programs for and Change is when one or more attendees have many years of experience as a project manager. Project managers are focussed on results and meeting objectives, such as implementing on time, on budget, and meeting the specifications in all respects - think of the three PMBOK pillars (time, cost and quality). But that doesn't guarantee "success"!

So how is "success" measured for a change? As well as meeting the project objectives, the organisational benefits that the change is intended to bring must also be realised. Every change is different, and the organisation in which the change is taking place must define "success" for the change according to what the change is intended to achieve.

Closing the gap between the project management side and the organisational benefits of the change is where change management comes in. However, so often, despite emphasising the need to take off their project manager hat and to start thinking about PEOPLE and what they need to come through the change, I am saddened although not really surprised when many still focus on the technical aspects of the change.

What we mustn't forget is that these project managers are, themselves, going through change. It is vital that they take a step back and reflect on their journey in terms of the ADKAR steps:

• Awareness. Are they aware of the need to change the way that they think. The answer must be a clear "Yes!" in most cases or they wouldn't be in the group of delegates in the program. Some aren't totally convinced, so we need to overcome this ADKAR Barrier Point in order to make them open to the Desire to change and gain the Knowledge of how to change.
• Desire. Do they have the desire to change the way that they think and (work), knowing that they are managing a change that affects people? In most cases, again, the answer is "Yes", but occasionally I come across the die-hards who are hard to convince about the need to think "people". By the end of the three days, I'm pleased to say that the majority, to a great extent through interaction with other delegates who share their experiences, and by working with the foundational models and tools in the Prosci methodology and 3-phase process, do develop the desire to change their thinking as they start to see the benefits.
• Knowledge. Do they know how to change, use the tools and methods in the process. Only time spent working with the material provided in the program and gaining familiarity with it will do that. There's also the Prosci Best Practices research garnered from eleven benchmarking studies over the years since 1998, the case studies, webinars and so forth (not forgetting the material available from the andchange.com site and YouTube channel) that will bolster their knowledge.
• Ability. This is created by applying the Knowledge in changes that they are managing, and demonstrating that they know how to change. Effective application of the methodology and tools will demonstrate that they have adopted the change.
• Reinforcement. Getting feedback on how they did change management, used the models, tools and methodology will reinforce their adoption. Even if things didn't go quite as planned, the lessons learned and adaptations designed to fix these can still reinforce the continued use of a coherent and tested change management methodology going forward.

Sometimes these three day programs are hard going for the facilitator, but rewarding nonetheless when we see those "lightbulb" moments and acceptance of the paradigm shift.

Happy changes!