Change management: simplifying change projects

I used to get asked to do “change management” on projects that were not change management projects.

This is annoying if, like me, you really love doing change management projects, and there are so few opportunities to do really proper change management like those you read about in change management books.

The projects I was asked to work on were often the very opposite of change management projects, they were projects designed to minimise change while something disruptive happened. They were business continuity projects with the aim of avoiding the impact of changes happening elsewhere.

The most common example I was involved in was an office relocation, where you want the impact of the move to have minimal impact on the operation. You might want to take advantage of an office move to improve some things about how you work together, but the point is that they are peripheral, you are not changing how people work in order to improve your Key Performance Indicators (KPIs), and therefore, although it’s a bit change-management-y, it isn’t really driving transformation of the organisation.

If we look at an organisation’s performance over time (using the KPIs as the performance measure) then a successful organisation will probably be happily motoring around the amber/green lines most of the time.

The purpose of this type of “change management” (i.e. business continuity management) is to keep the Organisational Performance (OP) line as consistent as possible despite being buffeted about by disconnected external factors (i.e. disconnected from the KPIs, and so not central to the performance of the organisation).

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Learning evaluation: I wouldn’t start from here

This article builds on L&D is not about training courses, it’s about improving workplace performance

In the L&D business, evaluation is the step in the process that gets done least well.

It is the poor relation, the neglected tail-end-Charlie at the end of the cycle that feels more like a box-ticky obligation than a critical cog in the machine.

I think this is dangerous.

If we are unable to provide a professional set of results to justify the investment made in our services, we are doomed to be stuck on the periphery.

This leads to what Charles Jennings calls the “Conspiracy of convenience” where everyone is happy that the training happened and the ragtag of MI measures and happy sheet smiley faces confirm that the box was ticked properly.

As a socially-awkward INTP, I am never quite sure when I am being super clever and when I am being hyperbolic, so please tell me to calm down if this is over the top, but I believe that showing senior leaders a jumble of unimportant graphs and expecting a pat on the head is infantilising the profession, reinforcing the idea that we are not central to the organisation’s success.

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Leading Change by John P Kotter

My rating: 4 of 5 stars

This is a book that changed my life. It got me interested in things like organisational psychology, change, management, and leadership, things I’d previously never considered worthy of my attention.

Kotter’s main thesis is to set out an 8-step structure for organisational transformation, a structure that maps clearly onto Lewin’s Unfreeze-Change-Refreeze change management model.

The main value in Lewin’s model is the two ends: unfreeze and refreeze, these are the phases that get least attention as most organisations simply rush to change things (without unfreezing) and then fail to embed the new way of doing things in the culture (refreeze).

This is why change management is not project management – the change project is the easy, the bit in the middle, but achieving organisational change is the whole piece.

LeadingChange

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