We finish the first part of this article by listing some models of change management. We continue with a brief description of these and a summary of the practical methodology we use for implementation.
1. Michael Doyle
The change management model of Michael Doyle begins with visioning the desired change and establishes a sequence of simultaneous actions:
- Initial Evaluation: Where we are now and here, with our strengths and weaknesses
- Our origin and history Our initial vision and our history that represents us and has led us here.
- Our current and future environment: Trends and main opportunities and threats.
- Our vision now: Clear definition of how we want to be in a given ‘end state’.
- Our Strategy: We specify how we are going to get there.
- Obstacles that we identify and how we will continue to identify them. They are the biggest challenges we have to face.
- Action plans: It is the detail of what we are going to do. Dates and responsible.
2. Managed Change Model
The model is an organized and systematic application of knowledge, tools and resources necessary to achieve change, with a focus on the people who will be affected by it. A guide to project teams, sponsors and change agents to identify and reduce resistance to the desired change.
The methodology is compatible with all implementations, from large companies and complex projects, to SMEs or more limited issues, and aims to reduce financial and operational risks associated with changes in organizations.
The model establishes 5 phases:
3. John P. Kotter
The essence of change, for John P. Kotter is the leadership and the story. For him, the change is more:
In his methodology highlights the need for “Leadership” and contrasts it with “Management”, although both are necessary, concludes that both leadership and management must be based on teamwork and that the winning process is 75-80 leadership and 20-25% management.
He also Indicates that number 1 problem in all stages of a change effort is changing the individual behaviour of managers and employees. People do not change by concepts, not by impositions, consultants, neither by “Power point” or “Prezi” presentations …
People change by stories… feeling part of them… and feeling emotions.
The eight steps of John P. Kotter:
1. Make feel, increase urgency
2. Build the guiding team
3. Have a clear and shared vision
4. Communicate for buy- in, communicate and enrol
5. Empower and give responsibility for action
6. Create and show short-term wins
7. Do not abandon, persist
8. Make the change stick
The power to astound: Leading to win in a time of acceleration and great turbulence.
But how do we do it?
Practical implementation methodology.
Change management models actually look alike. In general, practice is what leads to success. The implementation practice that we have used the most in processes of change of a different nature can be summarized in the following:
We work in three layers or simultaneous levels:
The three begin where the change begins:
- “identification” or “discovery” of the very need for change
In the first layer or level we define the situation or moment in which we are:
Initial evaluation, Comprehension, Mobilization, Design and / or Planning, Communication and again evaluation.
The second level is exclusively for training and communication. It highlights their importance and includes three phases according to the implementation progress of the implementation:
In the first:
- Communication of the reason and purpose of the identified change. The message: Define a vision (an image in words), use the map of maturity to understand where we are, think about the next evolutionary phases for all, seek support and understanding, without fear. Prove that it is possible with the confidence to complete the first steps quickly
- Training in understanding: Vision and communication in the “what”, communication and initial training in the “why”.
- Training in awareness: Prepare for “training” in the “how”
In the second:
- We train in the review and design of the necessary process or process.
- We resolve issues or conflicts of people, resistances, cultural habits and procedures.
- We train experts and “agents of change”
And in the third and final of the process:
- We train in the implementation and realization.
- Training for self-assessment and key indicators
- Guide the “process managers” and the staff to refine, change and improve
- Training for managers and operational heads
- Basic design and development of all internal training in detail.
- “Learning by doing”
- Training and user training in processes and tools (systems, software) in both pilot and final areas.
The third level is formed by all the activities during process, which in summary usually are:
- Developing the ‘vision’ and the key objectives of the change.
- Define the ‘gap’ with the current situation, through the initial evaluation.
- Define the scope and strategy.
- Assign critical roles and form teams
- Plan the process and prepare the ‘information or follow-up matrix’ for each role.
- Define the economic and financial impact, the benefits to obtain and costs.
- Design or redesign. Pilot trials.
- Implementation, by parts, phases or total.
- Carrying out the evaluation and measuring the results and benefits obtained.
- What have we learned in the process?
Education and communication are critical throughout all the process and it’s also important to keep information open at all levels. In all cases there will be two levels of training: external and internal.
Finally, to sustain the change and maintain the expected benefits, a review action is necessary after each action and at the end of the process.
The final evaluation verifies that the new processes or the new system remains within the limits of the measures and indicators provided.
 The Art of Visioning, Michael Doyle. Michael Doyle Associates ©
 Managed Change ™ by LaMarsh Global.
 LaMarsh Global. https://lamarsh.com/successful-change-management/
 John P. Kotter. The Heart of Change