Difference between revisions of "Change management"
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(Created page with "# Change Management ## What is Change Management? Folks offered their various perspectives: - Documentation — changing and updating documentation? - Need to establish goa...") |
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| − | + | =What is Change Management?= | |
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Folks offered their various perspectives: | 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." | |
| − | + | =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. | 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. | ||
| − | + | ==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. | |
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| − | - | + | ==Org politics -- Buy In== |
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| − | + | * 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. | ||
| − | + | =Accounting for (and getting paid for) change management= | |
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| − | + | * 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" | ||
| − | + | =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/) | |
Revision as of 19:18, 21 November 2022
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."
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.
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.
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.
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"
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/)