Change is an inevitable part of business growth and success. Where there are changes, however, there are challenges. 

For changes to find success, and deliver desired outcomes, businesses need a thorough plan to bring their visions into reality and rally their workforce behind common goals. This is what a change management process does. It guides individuals and teams, minimises resistance, and maximises engagement.

If you’re looking to grow and develop your business through meaningful change, change management is key, so let’s break it down and explain why it’s right for you.

What is change management?

Change management is a structured approach to transitioning individuals, teams, and organisations from the current state to a desired future state. Its primary purpose is to prepare and support everyone in the organisation, making sure all employees adjust comfortably and productively to the changes. 

Successful change often relies on the buy-in and cooperation of those affected by it, which is why effective change management is essential. Here are the three main components involved:

• Processes: These are the structured steps that guide the organisation through the change. This typically includes planning, executing, and monitoring the change initiative.
• Tools: Organisations employ various tools to support the change process, including surveyors for feedback, software for project management, and communication platforms to keep stakeholders informed.
• Techniques: Techniques can include training sessions, workshops and coaching. These equip employees with the skills and knowledge necessary for adapting to new changes.

What’s involved in the change management process?

A well-defined change management process can minimise disruptions, reduce employee resistance and foster a culture of adaptability and resilience. Although managing this process may seem daunting, understanding the correct steps involved can make it much easier. Let’s explore them

1. Identify the need for change 

The foundation of successful change management is recognising and clearly articulating the need for change. The need for change can stem from various sources, including:

• Performance metrics that indicate declining efficiency or productivity.
• Market analysis highlighting shifts in consumer demand or competitive landscape.
• Employee feedback that uncovers operational inefficiencies or morale issues.

Once you have a clear sense of the drivers for change, you can create a compelling case that resonates with stakeholders and encourages buy-in.

2. Plan for change 

Once you have identified a need for change, the next step is to develop a detailed change management plan. Your plan should:

• Outline clear objectives that the organisation aims to achieve, such as 20% growth in sales, 15% higher engagement scores, or 10% reduction in processing time.
• Identify key stakeholders who will be impacted by the change.
• Potential risks associated with the change, such as resource constraints, insufficient training, or poor communication channels.
• Realistic timelines for implementation.

3. Implementing the change 

For any change initiative to succeed, it requires effective implementation. Steps to consider here include:

• Clear communication to inform all stakeholders about the change, its rationale, and the expected outcomes.
• Organising adequate training to give employees the skills and knowledge necessary to adapt to the change. For example, if your change is technology-related, you might arrange several workshops to train employees on how to use a new software system.
• Making sure your employees have the assistance they need during the transition – for instance, setting up support teams and helpful tools and technology.

4. Monitor and adjust your process

It’s vital to continually assess the progress of your change process, because it will help you identify and address problems early. An excellent way to achieve this is through key performance indicators (KPIs). This allows you to measure the effectiveness of the change against the objectives set during the planning phase.

Getting regular feedback from employees and stakeholders is also important at this stage. This helps you gauge how well the process is being received, empowering you to adjust your strategies to suit the needs of your teams. 

5. Promote your change 

The final step in the change management process is to embed the change within your organisation’s culture and operations. This involves:

• Reinforcing new behaviours and practices through ongoing training.
• Recognition programs, like performance bonuses or social media shoutouts, to reward employees for adjusting effectively to the changes.
• Leadership support to help employees adjust, such as performance feedback and team building activities.

What role does leadership play in change management?

Good leadership is the driving force that shapes the direction and success of a change initiative. Leaders are the visionaries who articulate the change’s purpose and benefits, which is why effective communication is invaluable during this process. 

For example, a company might organise a series of open forums, during which its leaders listen to employee feedback and address specific worries, like potential job changes or the learning curve associated with the new system.

With frequent and open communication, leaders can alleviate uncertainty and anxiety among staff, address concerns head-on, foster an environment of trust, and motivate employees to embrace change. 

How to overcome resistance to change

Resistance to change is a natural human reaction, especially if you’re planning large organisational changes. Employees may hear about change and fear the unknown, or feel their job security is threatened. 

Involving employees in the change can help organisations overcome employee resistance or reluctance. Not only can their input provide you with valuable feedback, but involving employees also makes them feel heard and valued. Here are some ways you could approach this:

• Open forums and Q&A sessions: Host forums or Q&A sessions where employees ask questions, express concerns, and provide feedback directly to leaders.
• Form change committees: Establish cross-functional teams or committees with employee representatives who can contribute to planning and implementation.
• Focus groups: Hold focus groups to gather insights and ideas from employees about how the change might impact their roles and workflows.
• Employee-led training: Involve employees in creating and delivering training sessions. This helps them feel more invested and supportive of the change initiative.

Popular change management models

While there are many change management models, three in particular stand out for their ability to navigate changes exceptionally well. Each serves a unique purpose, so let’s break down what makes them effective to help you find the ideal one:

Lewin’s change model

Lewin’s Change Model is a foundational framework in change management, developed by psychologist Kurt Lewin in the 1940s. It’s a simple yet effective model. It provides a structured approach to implementing change within organisations by dividing the process into three key stages: Unfreeze, Change, and Refreeze. Here’s a breakdown of each stage:

1. Unfreeze 

The goal of the initial stage is to break down existing processes and mindsets to prepare for change. For example, a company wanting to shift to a remote work model might start by discussing the benefits, addressing employee concerns, and providing data on productivity improvements with remote work.

2. Change 

This is the implementation phase, where the change takes place. For the remote work example, this might involve rolling out remote work technology, providing training on virtual collaboration tools, and setting new expectations for communication and performance.

3. Refreeze 

Once you’ve implemented the change, refreeze involves reinforcing and stabilising the new ways of working. For example, updating company policies to formalise remote work, and promoting success stories to implant the new culture of flexibility.

Kotter’s 8-step process

Kotter’s 8-Step Process is a widely recognised change management model developed by Dr. John Kotter, a professor at Harvard Business School. This model provides a structured, step-by-step approach to help organisations successfully implement change. 

1. Create a sense of urgency 

The process begins by emphasising the importance of change, and why it’s necessary for the organisation. During this stage, you identify potential threats and opportunities and communicate these to inspire team members to take action.

For example, you might identify the loss of market share as a major threat, stressing that the organisation may lose ground if it fails to innovate. The opportunity could show potential to develop new products or services that can boost revenue and position the organisation as a leader in the field. Building a sense of urgency in this way helps motivate employees to rally around the change effort.

2. Build a guiding coalition 

This step involves forming a group of influential leaders and stakeholders who will drive and support the change. Typically, this includes people with authority, expertise and credibility, who can work together to guide the organisation through the process. Having a strong coalition of leaders helps reinforce commitment and provides direction.

3. Develop a vision and strategy

The next stage is where you create a clear and compelling vision for the future, along with specific initiatives that will help achieve the vision. Your vision should be easy to understand, inspiring, and aligned with the organisation’s values. A strategic vision helps employees understand the goal of the change and motivates them to work toward it.

4. Communicate the vision 

Communication is key to gaining widespread support. For this reason, the next step involves using multiple channels to share the vision and initiatives with everyone in the organisation. Consistent and frequent communication helps ensure that everyone understands the vision and their role in making it a reality.

5. Empower broad-based action 

To enable effective change, employees need to feel empowered to take action. This step focuses on removing obstacles that could disrupt progress – for instance, outdated processes, inadequate training, or resistance from certain individuals. Addressing these barriers gives employees the confidence to contribute to the change efforts.

6. Generate short-term wins 

Achieving small victories early on helps build momentum, so this step is all about setting short-term goals and celebrating the progress made. Recognising quick wins keeps morale high and demonstrates the positive impact of the change, making it easier to sustain long-term commitment among team members.

7. Sustain acceleration 

After initial successes, it’s crucial to maintain the momentum. This step involves keeping up the urgency and pushing for continuous improvement. During this, leaders should encourage ongoing progress, evaluate what is working, and expand on the strategies that have led to early wins. 

8. Institute change 

The final step focuses on reinforcing the changes into the organisation’s culture. This involves encouraging new behaviours, recognising contributions, and making sure that the changes are reflected in the company’s policies, procedures and norms.

ADKAR Model

The ADKAR Model is a change management framework, developed by Prosci founder Jeff Hiatt, to help organisations manage individual change effectively. 

ADKAR is an acronym representing the five key outcomes that individuals need to achieve for successful change: Awareness, Desire, Knowledge, Ability and Reinforcement. Here’s an overview of each component:

1. Awareness

The first step of the ADKAR Model involves building awareness of the need for change. It mainly focuses on helping individuals understand why change is necessary, answering key questions such as: 

• What is the change? 
• Why change is needed? 
• What are the risks of not changing? 

2. Desire 

Desire is about fostering the motivation and willingness of individuals to support and engage in change. This stage addresses what’s in it for the individuals involved, and how the change aligns with their personal goals and values. Openly communicating and addressing concerns can help generate desire and help employees understand the benefits of the change.

3. Knowledge

In this stage, organisations provide employees with the information, skills, and training needed to implement the change. Knowledge includes understanding what to do differently, as well as knowing how to do it. This ensures employees receive the practical tools they need to adopt new processes, systems or behaviours.

4. Ability 

The ability stage focuses on translating knowledge into action. Here you address the capability of your employees to perform their roles or responsibilities effectively. This may involve hands-on training, practice, and ongoing support to help employees develop the necessary skills and behaviours to succeed in the new environment. 

5. Reinforcement 

The final stage ensures that the changes are sustained over time. Reinforcement involves recognising and rewarding new behaviours, providing feedback, and implementing measures to prevent regression. This step is crucial for embedding the change into the organisation’s culture, making it a lasting part of how things are done.

Embrace change for long-term success

Don’t let the comfort of the status quo hold your business back. With a solid change management process, the progress you always dreamed of is possible. 

At MCI Solutions, we offer a range of services to support organisations in their change management efforts, from training and consulting to ongoing support. By leveraging these resources, organisations can not only manage change effectively, but also thrive in an ever-evolving business landscape.

Contact us today to learn more about our change management services, and let’s work together to drive results for your organisation.