Although many change management methodologies have been developed and are used globally during change processes, Guide 2 Change does not believe in a 'one-size-fits-all' or 'plug-and-play' approach.
Components
Change is complex, and as such, adequate time must be dedicated to thoroughly addressing several key components, while considering the unique characteristics of the organization or teams undergoing the change. In short, the following questions should be central to any change process:
- why is the change necessary?
- what will the change mean for all involved teams, individuals and other (internal and external) stakeholders?
- how can you ensure that all these groups are well-prepared for the change?
- how can they contribute to the successful implementation of the change?
- how will you measure the effectiveness of the change?
What works and what doesn't
Methodologies and tools can certainly help in the elaboration and realization of all these components. It is however important that they serve the intended end goal of the change of the specific organization. In other words; what works for one organization (because, for example, it fits well with the culture and way of working of that organization) can result in a lot of resistance in another organization.
Organizational culture
Guide 2 Change helps determine which methodologies and tools are most suitable for guiding the change and achieving the desired outcomes. This process takes into account the complexity of the specific change, the organization's culture and working methods, as well as the readiness for change within the organization and teams. Guide 2 Change has experience with various methodologies, including Kotter's 8-Step Change Model, the Six Sigma Change Acceleration Process (CAP), Prosci's ADKAR Model, and McKinsey's 7S Framework.
Underlying success factors
What makes Guide 2 Change's approach unique is that we don’t just focus on the right change strategy and methodology, but also pay attention to the less rational and visible factors that are essential for the success of a change process. Here are some of these factors:
- Change as an emotional journey: Change is primarily an emotional journey for both organizations and teams. People’s stories, shared experiences, and emotions create deeper engagement and acceptance than simply sharing a business case based on hard data.
- The real reasons behind resistance: We explore the true causes of resistance to change. Is it the change itself, or is there fear of what might be lost?
- Dealing with (lost) trust: Change brings uncertainty, and uncertainty can undermine trust. Trust must be rebuilt through transparency, consistency, and genuinely addressing concerns within the organization.
- Daily actions are crucial: Real change happens through the ‘small’ daily actions of teams and employees. If the change is not translated into new habits and tasks that are constantly improved, the intended goals will not be achieved.
Together, we identify these (and other, specific) insights and incorporate them into the change strategy and implementation plan.