Change management

1. Change Management

1. 1. What is Change Management?

Folks offered their various perspectives:

- Documentation — changing and updating documentation? - Need to establish goals? - Why, how, get buy in, help people get to a place with goals in mind? - Definitional vs specific context. Can't just "build it and they will come."

1. 1. Technology projects are people organizing projects

The term "intrapreneur" was offered as a type of way to think about how one needs to act as an entrepreneur within an organization to championn and promote a project.

1. 1. 1. Speed and Trust

- If too much happens too quickly people may be afraid -- we need to work to introduce change at a pace that people are comfortable with.

- What is in the org's "change portfolio" -- is there too much change happening.

- "Moving at the speed of trust" -- being "disruptive" doesn't always work/ have positive outcomes.

- Sometimes introducing change reintroduces bad experiences from the past when similar attempts were made to introduce change. Need to build trust, encourage conversation, ask about past experiences that went well.

- Change is emotional labor + labor

- **Institutional memory** -- orgs typically have poor memory. Change management uncovers (in)tolerance for change in orgs.

1. 1. 1. Org politics -- Buy In

- There's a political dimension to change. Change can disrupt existing power relationships in an organization.

- Organizational capacity building and continuity is wrapped in change management

- Need to get buy in from both those at the top and those at the bottom. Need to connect project to goals, mission and values of org.

- How do you get buy in? -- **Discovery process** is critical -- like a first date. Opportunity for both you and client get a sense of each other and whether you are compatible.

-- By making client also do some work, you get to know how your relationship will work out. You're as much as a stakeholder as other people.

-- Love is blind... Marriage (and working with a new client) is with eyes wide open.

1. 1. Accounting for (and getting paid for) change management

- How to scope projects, and include change management? -- How do you justify in taking so long? -- Power analysis -- looking at how relationships in the org actually work -- Padding estimates to account for horus spent on change analysis

- Is change management a role or part of an existing role? -- Is this the realm of project or product manager? -- One can be a "change management consultant"

1. 1. Resources and References

- *Prosci* -- [prosci.com](https://www.prosci.com) more from for-profit business perspective, pioneer in research into change management. -- [ADKAR](https://www.prosci.com/methodology/adkar): * Awareness, Desire, Knowledge, Ability and Reinforcement*

- *Success spectrum* Eugene Eric Kim-- [fasterthan20.com](https://fasterthan20.com/) -- Results, process, relationships. How do we define sucess? Need to pre-scope -- is it from the right perspectives, with goal in mind?

- [*Switch -- How to change things when change is hard* Chip and Dan Heath](https://archive.org/download/Heath2010SwitchHowToChangeThingsWhenChangeIsHard/%5BHeath%2C%202010%5D%20Switch%20-%20How%20to%20Change%20Things%20When%20Change%20is%20Hard.pdf)

- [Asana Academy](https://academy.asana.com/)