August 25, 2024 • 23 mins
What if a staggering 70% of change initiatives could succeed instead of fail? Join me, Colin Bolton, founder of Goal Achievement Coaching, as we unveil the secrets behind effective Organizational Change Management (OCM) and why it's the lynchpin for any business aiming for sustained success. This episode of Casual Conversations demystifies OCM by highlighting its critical role as the bridge between strategic planning and flawless execution. From minimizing resistance and managing risks to fostering a culture of continuous improvement, you'll gain invaluable insights into methodologies that could transform your organization’s approach to change.
Grab a coffee, sit back, and tune in as we dissect some of the best practices in the field, focusing on structured change management methodologies like Kotter's 8-step change model and Prosci's ADKAR model. Learn how these frameworks can streamline communication, ensure all critical aspects of change are addressed, and ultimately lead to a higher success rate for your initiatives. This episode promises to equip you with the tools and strategies to navigate the complexities of organizational change, turning potential pitfalls into pathways for growth and innovation.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:08):
Hello everyone and welcome back to another episode
of Casual Conversations.
I'm Colin Bolton, founder ofGoal Achievement Coaching, and
today we're diving into a topicthat impacts every business,
regardless of size or industryorganizational change management
(00:29):
.
Whether you're in a startup ora well-established corporation,
change is inevitable, but howyou manage that change can make
all the difference betweensuccess and failure.
Today's session is acontinuation of my earlier
podcast, managing Change, part 1, in which we uncovered the
(00:53):
secrets to navigatingorganizational change using the
change curve model and delveddeeper into practical strategies
that emphasize the importanceof viewing change as a journey
and the crucial role of empathyin leadership.
Today, we'll continue byexploring what Organizational
(01:15):
Change Management, or OCM, is,why it's crucial, and look at
some best practices to helpguide your organization through
change effectively.
So grab a coffee, sit back andlet's get into it.
(01:40):
Let's start out today by lookingat what Organizational Change
Management is.
Organizational ChangeManagement, often abbreviated as
OCM, is the framework thatguides how organizations prepare
, equip and support individualsto successfully adopt change.
(02:01):
Adopt change.
It's about ensuring that anychanges, whether they be in
processes, technology or culture, are smoothly implemented and
that the transition doesn'tnegatively impact business
operations.
Why is this important?
Well, research shows that up to70% of change initiatives fail.
(02:25):
That's a staggering number andit often comes down to poor
planning, lack of communicationand resistance from employees.
Organizational changemanagement aims to address these
challenges head-on.
Think of it as the bridgebetween strategy and execution.
(02:46):
You can have the best ideas andthe best technology, but if
your people aren't on board,your initiative is likely to
falter.
And that's where OCM comes inIn navigating organizational
change.
Change management methodologiesare useful because they provide
(03:09):
a structured approach tonavigating the complexities of
organizational change.
These methodologies help ensurethat changes are implemented
smoothly and successfully,minimizing disruption to the
business and helping employeesadapt more quickly.
Here are some key reasons whythey are valuable.
(03:33):
One they help minimizeresistance.
Change often meets resistance,as people are naturally inclined
to maintain the status quomeets resistance, as people are
naturally inclined to maintainthe status quo.
Change management methodologiesinclude strategies for
communicating the reasons forchange, addressing concerns and
(03:54):
involving stakeholders early inthe process.
This helps reduce resistanceand fosters a sense of ownership
amongst employees.
Two methodologies provide astructured approach to managing
(04:15):
change.
They offer a step-by-stepframework that guides
organizations through theprocess of change and by
following a proven model, suchas Kotter's 8-step change model
or ADCAR organizations canensure that all critical aspects
of change are addressed, fromplanning and communication to
training and reinforcement.
(04:38):
3.
Methodologies help manage risk.
Change can introduce variousrisks, including operational
disruptions, decreased employeemorale and loss of productivity.
Change management methodologieshelp identify potential risks
early and develop strategies tomitigate them.
(05:01):
Ensuring a smoother transition.
Strategies to mitigate them.
Ensuring a smoother transition.
Four methodologies help improvecommunication.
Effective change managementemphasizes clear, consistent
communication.
By ensuring that everyoneinvolved understands the reasons
(05:22):
for the change, the benefitsand the expected outcomes,
organizations can reduceconfusion and align everyone
towards a common goal.
Number five methodologies helpbring about sustained change.
(05:44):
Successful change isn't aboutimplementing new processes or
systems.
It's about sustaining them overthe long term.
Change management methodologiesinclude mechanisms for
reinforcing change, such astraining, feedback loops and
continuous improvement to ensurethat the new ways of working
become ingrained in theorganization's culture.
(06:04):
To ensure that the new ways ofworking become ingrained in the
organization's culture.
And lastly, methodologiesincrease our rate of success in
driving organizational change.
Studies have shown thatorganizations using formal
change management practices aremore likely to meet their
objectives and achieve thedesired outcomes.
(06:25):
By applying a structuredmethodology, organizations
increase their chances ofsuccess, reducing the likelihood
of project failures.
So, in essence, changemanagement methodologies equip
organizations with the tools andstrategies needed to navigate
(06:47):
change effectively, ensuringthat transitions are managed in
a way that maximizes positiveoutcomes and minimizes negative
impacts.
Two models often used in drivingchange are John Kotter's 8-step
change model and ProSci's ADCARmodel.
(07:07):
Both models aim to facilitatesuccessful change within
organizations, but they approachthe process differently.
Let's compare them in detail.
I'll start with Kotter's 8-stepchange model.
I'll start with Kotter'seight-step change model.
(07:29):
Developed by Dr John Kotter,this model outlines eight
distinct steps thatorganizations should follow to
implement successful change.
The model emphasizes the roleof leadership in driving change
and focuses on creating a senseof urgency and building momentum
.
The eight steps in this modelare step one creating a sense of
(07:52):
urgency.
Highlight the need for changeto motivate employees.
Step two form a powerfulcoalition.
Build a team of influentialpeople to support the change.
Step 3.
Create a vision for change.
Develop a clear vision andstrategy for the change.
(08:16):
Step 4.
Communicate the vision.
Spread the vision throughoutthe organization.
Step 5.
Remove obstacles, identify andaddress barriers to change.
Step 6.
Create short-term wins.
(08:37):
Achieve and celebrate smallvictories to build momentum wins
.
Achieve and celebrate smallvictories to build momentum.
Step seven build on the change.
Keep pushing for more change byusing successes as a foundation
(08:57):
.
And step eight anchor thechanges in corporate culture.
Ensure that the change becomesa lasting part of the
organization's culture.
Moving now to the ADKAR model,one of the most popular change
models is the ADKAR model, whichstands for Awareness, desire,
knowledge, ability andReinforcement knowledge, ability
(09:21):
and reinforcement.
The ADKAR model, developed byProSci, focuses on the
individual level of change andemphasizes the steps required to
enable individuals totransition through change.
The model is linear and focuseson building individual
capabilities and addressingresistance.
(09:42):
Let's quickly go through eachphase.
Stage 1.
Awareness Creating awareness ofthe need for change.
This is all about making surethat everyone in the
organization understands why thechange is happening.
People need to know the reasonsbehind the change, what problem
(10:04):
it solves or what opportunitiesit unlocks.
Stage 2.
Desire Building desire toparticipate and support the
change.
Once people are aware of theneed for change, they need to
want to support it.
This phase is tricky because itdeals with emotions and
(10:27):
motivations.
Leaders need to addressconcerns, manage resistance and
highlight the benefits forindividuals.
Stage 3.
Knowledge Providing knowledgeon how to change.
In this phase, employees needto know how to change.
(10:48):
This involves training,education and providing the
right resources.
It's about making sure everyoneknows what to do differently
and how to do it.
Stage 4.
Ability Developing the abilityto implement the change.
(11:08):
Knowledge alone isn't enough.
Employees need to have theability to make the change.
This might mean practicing newskills, having access to the
right tools or receiving ongoingsupport.
And stage five reinforcementEnsuring that the change is
(11:32):
sustained over time.
To be sustained and this meansreinforcing the change through
feedback, recognition andsometimes even adjusting the
processes based on real-worldoutcomes.
It's about making sure thechange sticks and becomes part
(11:59):
of the organization's culture.
Now let's compare the key focusareas of the two models.
Kotter's model is moreleadership-driven or more
leadership-centric.
It focuses on mobilizingleaders to drive change across
the organization.
This model is often used forlarger, more strategic changes
(12:25):
that require a top-down approach.
It emphasizes vision,communication and momentum
building.
Kotter's model looks at changefrom an organizational
perspective, focusing onaligning systems and culture
with the change initiative.
In the ADKAR model, the modelis more individual or
(12:45):
employee-centric.
It focuses on helpingindividuals transition through
change by addressing theirpersonal needs and concerns.
From a behavioral changeperspective, adkar emphasizes
the behavioral aspects of change, ensuring that individuals have
the desire and ability toimplement new ways of working.
(13:07):
The model emphasizes the phasedapproach to change, which makes
this model particularly usefulfor addressing resistance and
ensuring that change isimplemented gradually, with a
focus on sustainability.
Let's now consider the dichotomyof process versus people on the
(13:30):
two models.
Kotter's model is moreprocess-driven, with a focus on
the sequential steps thatleaders should take to implement
change.
It addresses the broaderorganizational context, such as
creating urgency and formingcoalitions.
Adcar is more people-driven,focusing on how change affects
(13:55):
individuals and what needs to bedone to support them.
It emphasizes the importance ofaddressing individual
resistance and ensuring thatpeople are equipped and
motivated to change.
Both models have value and canbe applied in different
scenarios.
(14:17):
Kotter's model tends to be bestfor large-scale organizational
changes, such as mergers,acquisitions or strategic shifts
.
The model provides a clear,step-by-step process for leading
change and emphasizesleadership, vision and building
momentum.
A potential challenge with theapplication of this model is
(14:51):
that it can be rigid and may notaddress individual resistance
or the specific needs ofemployees.
It requires strong leadershipcommitment.
Adkar model is best suited tochanges that require significant
individual behavior shifts,such as implementing new
technology, process changes orculture change initiatives.
In these scenarios.
(15:13):
Adkar focuses on individualadoption, making it effective
for managing resistance.
It is flexible and can beapplied to different types of
changes.
A potential challenge with theADKAR approach is that the model
may not provide as muchguidance on the broader
(15:34):
organizational context of thechange or on what strategic
alignment may be required fromthe change or on what strategic
alignment may be required fromthe change.
With regards to measuring thesuccess from these two models,
cutter's model is more focusedon short-term wins.
(15:55):
Cutter emphasizes theimportance of achieving and
celebrating short-term wins tobuild momentum In order to
anchor change.
The model concludes with afocus on making sure that change
is embedded in theorganization's culture.
Looking now at the ADKAR model,adkar focuses on reinforcing
(16:18):
change at the individual levelto ensure it sticks.
Reinforcing change at theindividual level to ensure it
sticks.
The success of the ADKAR modelis often measured by assessing
whether individuals haveprogressed through each stage of
awareness, desire, etc.
Interestingly, kotter's modeland the ADKAR model can be used
(16:39):
together.
Kotter's model and the ADKARmodel can be used together.
For instance, kotter's modelcan guide the overall
organizational strategy, whileADKAR can be used to ensure that
individual employees aresupported throughout the change.
By combining both approaches.
Organizations can address boththe macro in brackets
(17:03):
organizational and micro inbrackets individual aspects of
change.
In summary, both Kotter'seight-step change model and the
ADKAR model provide valuableframeworks for managing change,
but they focus on differentaspects of the process.
Kotter's model is ideal fordriving large-scale strategic
(17:28):
change through leadership andmomentum building, while ADKAR
is well-suited for ensuring thatindividuals within the
organization successfully adoptand sustain the change.
Adopt and sustain the change.
Depending on the nature of thechange initiative, organizations
(17:49):
might choose one model over theother, or even combine elements
of both for a morecomprehensive approach.
In an effort to effectively leadand manage organizational
change, it is always useful tobe aware of potential challenges
and best practices.
Let's start by talking aboutsome common challenges
(18:09):
organizations face during changeand how to overcome them.
1.
Resistance to Change.
Resistance is probably the mostcommon challenge.
People are naturally averse tochange, especially if they feel
(18:29):
their job might be threatened ortheir workload will increase.
Overcoming this requirestransparent communication and
active listening.
Leaders should engage withemployees early on, gather
feedback and address concernshonestly.
(18:50):
2.
Lack of leadership supportChange initiatives often fail
when leaders aren't fullycommitted.
Change initiatives often failwhen leaders aren't fully
committed.
If the leadership team isn'twalking the talk, employees are
less likely to buy in.
It's crucial for leaders to bevisible champions of the change,
demonstrating their commitmentand setting the tone for the
(19:14):
rest of the organization.
3.
Poor communication for the restof the organization.
Three poor communication.
Clear, consistent communicationis key.
Employees need to know what'shappening, when it's happening
and how it will affect them.
Regular updates and openchannels for feedback can help
(19:37):
keep everyone aligned and reduceanxiety.
4.
Change fatigue.
In fast-paced environments,employees can experience change
fatigue.
They feel overwhelmed bycontinuous change, by continuous
change.
To combat this, organizationsshould prioritize changes, avoid
(20:01):
overloading teams and ensurethere are breaks between major
initiatives.
There are also some bestpractices that should be built
into any change plan.
One start with a clear vision.
Understand what you want toachieve with the change and
(20:23):
communicate that vision clearly.
2.
Engage employees early.
Involve employees in the changeprocess from the beginning.
This can help build buy-in andreduce resistance.
3.
Provide adequate training.
This can help build buy-in andreduce resistance.
3.
(20:46):
Provide adequate training.
Equip your teams with theknowledge and skills they need
to succeed.
4.
Monitor and adapt Continuouslymonitor the progress of the
change and be ready to adjustyour approach based on feedback
(21:08):
and results.
I thought it would be useful tonow look at a real-world example
of successful organizationalchange management that took
place in one of the world'slargest corporations Microsoft.
The focus was on thetransformation of Microsoft
(21:30):
under CEO Satya Nadella.
When Nadella took over in 2014,microsoft was seen as a company
that had lost its edge.
He initiated a cultural shifttowards a growth mindset,
encouraging employees to embracelearning and innovation.
Nadella focused on breakingdown internal silos, encouraging
(21:51):
collaboration and driving amore inclusive culture.
How did he do this?
By leading with empathy,fostering open communication and
aligning the leadership teamaround a shared vision.
(22:12):
Nadella's approach is atextbook example of how strong
leadership and a focus onculture can drive successful
change.
The last aspect I wanted tocover today is why
organizational change managementmatters more than ever.
In today's fast-paced world,where businesses need to be
(22:34):
agile and responsive, effectiveorganizational change management
is more important than ever.
Whether you're implementing newtechnology, restructuring your
team or shifting your companyculture, organizational change
management can help ensure thatyour changes are successful and
(22:56):
sustainable.
Remember, change isn't justabout systems and processes.
It's about people, and when youfocus on supporting your people
through change, you're far morelikely to achieve your goals.
Well, folks, that's all fortoday's episode of Casual
(23:18):
Conversations.
I hope you found this deep diveinto organizational change
management helpful.
If you enjoyed this episode,please visit our website,
goalachievementcoachingcom,where you will find other
podcasts Also, please share ourpodcast with your colleagues and
(23:39):
friends who may be interested.
Until next time, this is ColinBolton, reminding you to stay
curious and keep learning.
Hello everyone and welcome back to another episode
of Casual Conversations.
I'm Colin Bolton, founder ofGoal Achievement Coaching, and
today we're diving into a topicthat impacts every business,
regardless of size or industryorganizational change management
(00:29):
.
Whether you're in a startup ora well-established corporation,
change is inevitable, but howyou manage that change can make
all the difference betweensuccess and failure.
Today's session is acontinuation of my earlier
podcast, managing Change, part 1, in which we uncovered the
(00:53):
secrets to navigatingorganizational change using the
change curve model and delveddeeper into practical strategies
that emphasize the importanceof viewing change as a journey
and the crucial role of empathyin leadership.
Today, we'll continue byexploring what Organizational
(01:15):
Change Management, or OCM, is,why it's crucial, and look at
some best practices to helpguide your organization through
change effectively.
So grab a coffee, sit back andlet's get into it.
(01:40):
Let's start out today by lookingat what Organizational Change
Management is.
Organizational ChangeManagement, often abbreviated as
OCM, is the framework thatguides how organizations prepare
, equip and support individualsto successfully adopt change.
(02:01):
Adopt change.
It's about ensuring that anychanges, whether they be in
processes, technology or culture, are smoothly implemented and
that the transition doesn'tnegatively impact business
operations.
Why is this important?
Well, research shows that up to70% of change initiatives fail.
(02:25):
That's a staggering number andit often comes down to poor
planning, lack of communicationand resistance from employees.
Organizational changemanagement aims to address these
challenges head-on.
Think of it as the bridgebetween strategy and execution.
(02:46):
You can have the best ideas andthe best technology, but if
your people aren't on board,your initiative is likely to
falter.
And that's where OCM comes inIn navigating organizational
change.
Change management methodologiesare useful because they provide
(03:09):
a structured approach tonavigating the complexities of
organizational change.
These methodologies help ensurethat changes are implemented
smoothly and successfully,minimizing disruption to the
business and helping employeesadapt more quickly.
Here are some key reasons whythey are valuable.
(03:33):
One they help minimizeresistance.
Change often meets resistance,as people are naturally inclined
to maintain the status quomeets resistance, as people are
naturally inclined to maintainthe status quo.
Change management methodologiesinclude strategies for
communicating the reasons forchange, addressing concerns and
(03:54):
involving stakeholders early inthe process.
This helps reduce resistanceand fosters a sense of ownership
amongst employees.
Two methodologies provide astructured approach to managing
(04:15):
change.
They offer a step-by-stepframework that guides
organizations through theprocess of change and by
following a proven model, suchas Kotter's 8-step change model
or ADCAR organizations canensure that all critical aspects
of change are addressed, fromplanning and communication to
training and reinforcement.
(04:38):
3.
Methodologies help manage risk.
Change can introduce variousrisks, including operational
disruptions, decreased employeemorale and loss of productivity.
Change management methodologieshelp identify potential risks
early and develop strategies tomitigate them.
(05:01):
Ensuring a smoother transition.
Strategies to mitigate them.
Ensuring a smoother transition.
Four methodologies help improvecommunication.
Effective change managementemphasizes clear, consistent
communication.
By ensuring that everyoneinvolved understands the reasons
(05:22):
for the change, the benefitsand the expected outcomes,
organizations can reduceconfusion and align everyone
towards a common goal.
Number five methodologies helpbring about sustained change.
(05:44):
Successful change isn't aboutimplementing new processes or
systems.
It's about sustaining them overthe long term.
Change management methodologiesinclude mechanisms for
reinforcing change, such astraining, feedback loops and
continuous improvement to ensurethat the new ways of working
become ingrained in theorganization's culture.
(06:04):
To ensure that the new ways ofworking become ingrained in the
organization's culture.
And lastly, methodologiesincrease our rate of success in
driving organizational change.
Studies have shown thatorganizations using formal
change management practices aremore likely to meet their
objectives and achieve thedesired outcomes.
(06:25):
By applying a structuredmethodology, organizations
increase their chances ofsuccess, reducing the likelihood
of project failures.
So, in essence, changemanagement methodologies equip
organizations with the tools andstrategies needed to navigate
(06:47):
change effectively, ensuringthat transitions are managed in
a way that maximizes positiveoutcomes and minimizes negative
impacts.
Two models often used in drivingchange are John Kotter's 8-step
change model and ProSci's ADCARmodel.
(07:07):
Both models aim to facilitatesuccessful change within
organizations, but they approachthe process differently.
Let's compare them in detail.
I'll start with Kotter's 8-stepchange model.
I'll start with Kotter'seight-step change model.
(07:29):
Developed by Dr John Kotter,this model outlines eight
distinct steps thatorganizations should follow to
implement successful change.
The model emphasizes the roleof leadership in driving change
and focuses on creating a senseof urgency and building momentum
.
The eight steps in this modelare step one creating a sense of
(07:52):
urgency.
Highlight the need for changeto motivate employees.
Step two form a powerfulcoalition.
Build a team of influentialpeople to support the change.
Step 3.
Create a vision for change.
Develop a clear vision andstrategy for the change.
(08:16):
Step 4.
Communicate the vision.
Spread the vision throughoutthe organization.
Step 5.
Remove obstacles, identify andaddress barriers to change.
Step 6.
Create short-term wins.
(08:37):
Achieve and celebrate smallvictories to build momentum wins
.
Achieve and celebrate smallvictories to build momentum.
Step seven build on the change.
Keep pushing for more change byusing successes as a foundation
(08:57):
.
And step eight anchor thechanges in corporate culture.
Ensure that the change becomesa lasting part of the
organization's culture.
Moving now to the ADKAR model,one of the most popular change
models is the ADKAR model, whichstands for Awareness, desire,
knowledge, ability andReinforcement knowledge, ability
(09:21):
and reinforcement.
The ADKAR model, developed byProSci, focuses on the
individual level of change andemphasizes the steps required to
enable individuals totransition through change.
The model is linear and focuseson building individual
capabilities and addressingresistance.
(09:42):
Let's quickly go through eachphase.
Stage 1.
Awareness Creating awareness ofthe need for change.
This is all about making surethat everyone in the
organization understands why thechange is happening.
People need to know the reasonsbehind the change, what problem
(10:04):
it solves or what opportunitiesit unlocks.
Stage 2.
Desire Building desire toparticipate and support the
change.
Once people are aware of theneed for change, they need to
want to support it.
This phase is tricky because itdeals with emotions and
(10:27):
motivations.
Leaders need to addressconcerns, manage resistance and
highlight the benefits forindividuals.
Stage 3.
Knowledge Providing knowledgeon how to change.
In this phase, employees needto know how to change.
(10:48):
This involves training,education and providing the
right resources.
It's about making sure everyoneknows what to do differently
and how to do it.
Stage 4.
Ability Developing the abilityto implement the change.
(11:08):
Knowledge alone isn't enough.
Employees need to have theability to make the change.
This might mean practicing newskills, having access to the
right tools or receiving ongoingsupport.
And stage five reinforcementEnsuring that the change is
(11:32):
sustained over time.
To be sustained and this meansreinforcing the change through
feedback, recognition andsometimes even adjusting the
processes based on real-worldoutcomes.
It's about making sure thechange sticks and becomes part
(11:59):
of the organization's culture.
Now let's compare the key focusareas of the two models.
Kotter's model is moreleadership-driven or more
leadership-centric.
It focuses on mobilizingleaders to drive change across
the organization.
This model is often used forlarger, more strategic changes
(12:25):
that require a top-down approach.
It emphasizes vision,communication and momentum
building.
Kotter's model looks at changefrom an organizational
perspective, focusing onaligning systems and culture
with the change initiative.
In the ADKAR model, the modelis more individual or
(12:45):
employee-centric.
It focuses on helpingindividuals transition through
change by addressing theirpersonal needs and concerns.
From a behavioral changeperspective, adkar emphasizes
the behavioral aspects of change, ensuring that individuals have
the desire and ability toimplement new ways of working.
(13:07):
The model emphasizes the phasedapproach to change, which makes
this model particularly usefulfor addressing resistance and
ensuring that change isimplemented gradually, with a
focus on sustainability.
Let's now consider the dichotomyof process versus people on the
(13:30):
two models.
Kotter's model is moreprocess-driven, with a focus on
the sequential steps thatleaders should take to implement
change.
It addresses the broaderorganizational context, such as
creating urgency and formingcoalitions.
Adcar is more people-driven,focusing on how change affects
(13:55):
individuals and what needs to bedone to support them.
It emphasizes the importance ofaddressing individual
resistance and ensuring thatpeople are equipped and
motivated to change.
Both models have value and canbe applied in different
scenarios.
(14:17):
Kotter's model tends to be bestfor large-scale organizational
changes, such as mergers,acquisitions or strategic shifts
.
The model provides a clear,step-by-step process for leading
change and emphasizesleadership, vision and building
momentum.
A potential challenge with theapplication of this model is
(14:51):
that it can be rigid and may notaddress individual resistance
or the specific needs ofemployees.
It requires strong leadershipcommitment.
Adkar model is best suited tochanges that require significant
individual behavior shifts,such as implementing new
technology, process changes orculture change initiatives.
In these scenarios.
(15:13):
Adkar focuses on individualadoption, making it effective
for managing resistance.
It is flexible and can beapplied to different types of
changes.
A potential challenge with theADKAR approach is that the model
may not provide as muchguidance on the broader
(15:34):
organizational context of thechange or on what strategic
alignment may be required fromthe change or on what strategic
alignment may be required fromthe change.
With regards to measuring thesuccess from these two models,
cutter's model is more focusedon short-term wins.
(15:55):
Cutter emphasizes theimportance of achieving and
celebrating short-term wins tobuild momentum In order to
anchor change.
The model concludes with afocus on making sure that change
is embedded in theorganization's culture.
Looking now at the ADKAR model,adkar focuses on reinforcing
(16:18):
change at the individual levelto ensure it sticks.
Reinforcing change at theindividual level to ensure it
sticks.
The success of the ADKAR modelis often measured by assessing
whether individuals haveprogressed through each stage of
awareness, desire, etc.
Interestingly, kotter's modeland the ADKAR model can be used
(16:39):
together.
Kotter's model and the ADKARmodel can be used together.
For instance, kotter's modelcan guide the overall
organizational strategy, whileADKAR can be used to ensure that
individual employees aresupported throughout the change.
By combining both approaches.
Organizations can address boththe macro in brackets
(17:03):
organizational and micro inbrackets individual aspects of
change.
In summary, both Kotter'seight-step change model and the
ADKAR model provide valuableframeworks for managing change,
but they focus on differentaspects of the process.
Kotter's model is ideal fordriving large-scale strategic
(17:28):
change through leadership andmomentum building, while ADKAR
is well-suited for ensuring thatindividuals within the
organization successfully adoptand sustain the change.
Adopt and sustain the change.
Depending on the nature of thechange initiative, organizations
(17:49):
might choose one model over theother, or even combine elements
of both for a morecomprehensive approach.
In an effort to effectively leadand manage organizational
change, it is always useful tobe aware of potential challenges
and best practices.
Let's start by talking aboutsome common challenges
(18:09):
organizations face during changeand how to overcome them.
1.
Resistance to Change.
Resistance is probably the mostcommon challenge.
People are naturally averse tochange, especially if they feel
(18:29):
their job might be threatened ortheir workload will increase.
Overcoming this requirestransparent communication and
active listening.
Leaders should engage withemployees early on, gather
feedback and address concernshonestly.
(18:50):
2.
Lack of leadership supportChange initiatives often fail
when leaders aren't fullycommitted.
Change initiatives often failwhen leaders aren't fully
committed.
If the leadership team isn'twalking the talk, employees are
less likely to buy in.
It's crucial for leaders to bevisible champions of the change,
demonstrating their commitmentand setting the tone for the
(19:14):
rest of the organization.
3.
Poor communication for the restof the organization.
Three poor communication.
Clear, consistent communicationis key.
Employees need to know what'shappening, when it's happening
and how it will affect them.
Regular updates and openchannels for feedback can help
(19:37):
keep everyone aligned and reduceanxiety.
4.
Change fatigue.
In fast-paced environments,employees can experience change
fatigue.
They feel overwhelmed bycontinuous change, by continuous
change.
To combat this, organizationsshould prioritize changes, avoid
(20:01):
overloading teams and ensurethere are breaks between major
initiatives.
There are also some bestpractices that should be built
into any change plan.
One start with a clear vision.
Understand what you want toachieve with the change and
(20:23):
communicate that vision clearly.
2.
Engage employees early.
Involve employees in the changeprocess from the beginning.
This can help build buy-in andreduce resistance.
3.
Provide adequate training.
This can help build buy-in andreduce resistance.
3.
(20:46):
Provide adequate training.
Equip your teams with theknowledge and skills they need
to succeed.
4.
Monitor and adapt Continuouslymonitor the progress of the
change and be ready to adjustyour approach based on feedback
(21:08):
and results.
I thought it would be useful tonow look at a real-world example
of successful organizationalchange management that took
place in one of the world'slargest corporations Microsoft.
The focus was on thetransformation of Microsoft
(21:30):
under CEO Satya Nadella.
When Nadella took over in 2014,microsoft was seen as a company
that had lost its edge.
He initiated a cultural shifttowards a growth mindset,
encouraging employees to embracelearning and innovation.
Nadella focused on breakingdown internal silos, encouraging
(21:51):
collaboration and driving amore inclusive culture.
How did he do this?
By leading with empathy,fostering open communication and
aligning the leadership teamaround a shared vision.
(22:12):
Nadella's approach is atextbook example of how strong
leadership and a focus onculture can drive successful
change.
The last aspect I wanted tocover today is why
organizational change managementmatters more than ever.
In today's fast-paced world,where businesses need to be
(22:34):
agile and responsive, effectiveorganizational change management
is more important than ever.
Whether you're implementing newtechnology, restructuring your
team or shifting your companyculture, organizational change
management can help ensure thatyour changes are successful and
(22:56):
sustainable.
Remember, change isn't justabout systems and processes.
It's about people, and when youfocus on supporting your people
through change, you're far morelikely to achieve your goals.
Well, folks, that's all fortoday's episode of Casual
(23:18):
Conversations.
I hope you found this deep diveinto organizational change
management helpful.
If you enjoyed this episode,please visit our website,
goalachievementcoachingcom,where you will find other
podcasts Also, please share ourpodcast with your colleagues and
(23:39):
friends who may be interested.
Until next time, this is ColinBolton, reminding you to stay
curious and keep learning.
Popular Podcasts
Stuff You Should Know
If you've ever wanted to know about champagne, satanism, the Stonewall Uprising, chaos theory, LSD, El Nino, true crime and Rosa Parks, then look no further. Josh and Chuck have you covered.
Dateline NBC
Current and classic episodes, featuring compelling true-crime mysteries, powerful documentaries and in-depth investigations. Follow now to get the latest episodes of Dateline NBC completely free, or subscribe to Dateline Premium for ad-free listening and exclusive bonus content: DatelinePremium.com
On Purpose with Jay Shetty
I’m Jay Shetty host of On Purpose the worlds #1 Mental Health podcast and I’m so grateful you found us. I started this podcast 5 years ago to invite you into conversations and workshops that are designed to help make you happier, healthier and more healed. I believe that when you (yes you) feel seen, heard and understood you’re able to deal with relationship struggles, work challenges and life’s ups and downs with more ease and grace. I interview experts, celebrities, thought leaders and athletes so that we can grow our mindset, build better habits and uncover a side of them we’ve never seen before. New episodes every Monday and Friday. Your support means the world to me and I don’t take it for granted — click the follow button and leave a review to help us spread the love with On Purpose. I can’t wait for you to listen to your first or 500th episode!