Debunking 10 Myths About Change Management
Last updated: August 18, 2024 Read in fullscreen view
Recommended for you
- 01 Aug 2024
The Standish Group report 83.9% of IT projects partially or completely fail 150/1772 - 13 Apr 2024 Lessons on Teamwork and Leadership from Chinese story book "Journey to the West" 41/949
- 10 Apr 2022 Agile self-organizing teams: What are they? How do they work? 28/435
- 02 Nov 2021 What is Terms of Reference (ToR)? 23/1466
- 01 May 2023 Understanding Business as Usual (BAU) and How to Transition 22/843
- 18 Oct 2020 How to use the "Knowns" and "Unknowns" technique to manage assumptions 21/989
- 21 May 2022 "Fail Fast, Fail Often, Fail Forward" is the answer to Agile practices of software success 18/941
- 01 Oct 2020 Fail fast, learn faster with Agile methodology 13/973
- 03 Apr 2022 Microsoft Solutions Framework (MSF) 12/1157
- 05 Feb 2024 Bespoke Solution: Visitor Management System for Corporate 10/221
- 18 Dec 2023 The Cone of Uncertainty in Scrum & Requirement Definition 8/643
- 10 Nov 2022 Poor Code Indicators and How to Improve Your Code? 7/213
- 19 Oct 2021 Is gold plating good or bad in project management? 7/754
- 18 Oct 2021 Key Elements to Ramping Up a Large Team 7/1108
- 06 Feb 2021 Why fail fast and learn fast? 6/375
- 01 Mar 2023 Bug Prioritization - What are the 5 levels of priority? 6/207
- 20 Nov 2022 Agile working method in software and football 5/323
- 20 Jul 2022 Software Myths and Realities 4/797
- 14 Oct 2021 Advantages and Disadvantages of Time and Material Contract (T&M) 4/789
- 08 Oct 2022 KPI - The New Leadership 3/557
- 18 Aug 2022 What are the consequences of poor requirements with software development projects? 3/242
- 31 Oct 2021 Tips to Fail Fast With Outsourcing 3/375
- 03 May 2024 The Iceberg of Ignorance 3/336
- 07 Jul 2022 Managing Project Execution Terms 3/379
- 10 Apr 2024 The Parking Lot Method: Unlocking a Simple Secret to Supercharge Your Productivity 3/403
- 02 May 2022 What Is RAID in Project Management? (With Pros and Cons) 2/734
- 10 Dec 2023 Pain points of User Acceptance Testing (UAT) 2/416
- 12 Aug 2022 What is End-to-end project management? 2/382
- 24 Nov 2023 The project management paradox: Achieving MORE by doing LESS 2/193
- 26 Sep 2024 Successful Project Management Techniques You Need to Look Out For 2/368
- 05 Jun 2023 Fractional, Part-Time (virtual) or Interim CTO: Who Will Cover Your Business Needs? 2/109
- 03 Jul 2022 Manifesto for Agile Software Development 2/240
- 23 Sep 2021 INFOGRAPHIC: Top 9 Software Outsourcing Mistakes 2/411
- 17 Feb 2022 Prioritizing Software Requirements with Kano Analysis 2/280
- 13 Dec 2020 Move fast, fail fast, fail-safe 2/292
- 14 Jun 2022 Example and Excel template of a RACI chart in Software Development 2/707
- 15 May 2022 20 Common Mistakes Made by New or Inexperienced Project Managers 2/247
- 12 Oct 2020 The Agile Manifesto - Principle #8 2/447
- 07 Oct 2020 How To Manage Expectations at Work (and Why It's Important) 2/266
- 28 Dec 2021 8 types of pricing models in software development outsourcing 2/417
- 27 Jan 2020 Should a project manager push developers to work more hours due to mistakes of manager schedule setting? 1/412
- 19 Apr 2021 7 Most Common Time-Wasters For Software Development 1/525
- 22 May 2022 What are common mistakes that new or inexperienced managers make? 1/243
- 01 Mar 2024 10 Project Management Myths 1/120
- 05 Jan 2024 Easy ASANA tips & tricks for you and your team 1/180
- 11 Jan 2024 What are the Benefits and Limitations of Augmented Intelligence? 1/434
- 07 Dec 2023 12 project management myths to avoid 1/167
- 26 Dec 2023 Improving Meeting Effectiveness Through the Six Thinking Hats 1/205
- 01 Dec 2022 Difference between Set-based development and Point-based development /298
- 06 Jun 2022 Change Management at the Project Level /292
- 28 Nov 2023 Scrum Team Failure — Scrum Anti-Patterns Taxonomy (3) /228
- 30 Nov 2023 Project Managers, Focus on Outcomes — Not Deliverables /143
- 01 Mar 2022 Why Does Scrum Fail in Large Companies? /243
- 02 Nov 2022 Difference between Change Management and Project Management /216
- 09 May 2022 Build one to throw away vs Second-system effect: What are differences? /297
- 10 May 2022 Levels of Teamwork /180
- 03 Jan 2023 Organizing your agile teams? Think about M.A.T (Mastery, Autonomy, Purpose) /333
- 14 Mar 2024 Why should you opt for software localization from a professional agency? /117
- 23 Jun 2024 Best Practices for Managing Project Escalations /183
- 21 Jun 2024 Dead Horses and the Escalation of Commitment /123
- 12 Mar 2024 How do you create FOMO in software prospects? /127
- 05 Jun 2023 Bespoke Solution: Annual Maintenance Contract (AMC) Software /179
- 01 Aug 2022 Is planning "set it and forget it" or "set it and check it"? /264
- 02 Oct 2022 [Medium] The Importance of Being Able to Pivot /226
- 02 Dec 2021 3 Ways to Avoid Scope Creep in IT Consulting /192
- 01 Jun 2022 How Your Agile Development Team is Just Like a Football Team? /206
- 02 Nov 2022 Frequently Asked Questions about Agile and Scrum /372
- 16 Jul 2022 What are disadvantages of Agile Methodology? How to mitigate the disadvantages ? /353
- 09 Oct 2022 Key Advantages and Disadvantages of Agile Methodology /666
- 10 Oct 2022 Should Your Business Go Agile? (Infographic) /108
- 17 Oct 2021 Does Fast Tracking increase project cost? /348
- 27 Oct 2020 8 principles of Agile Testing /1196
- 21 Oct 2022 Virtual meeting - How does TIGO save cost, reduce complexity and improve quality by remote communication? /166
- 13 Jan 2020 Quiz: Test your understanding project cost management /568
- 06 Nov 2019 How to Access Software Project Size? /236
- 02 Jun 2024 Reviving Ancient Wisdom: The Spiritual Side of Project Management /204
- 05 Oct 2021 Shiny Object Syndrome: Why Your Business Isn't "Going Digital" /303
What are the most common misconceptions around change management?
Myth 1: Making changes is easy
Myth 2: People will do what they’re told
Myth 3: Enough is Enough: Planning is Important, BUT…
Fact: It goes without saying that you need a solid change management plan, but a plan is useless if nothing is done with it. A plan alone itself is insufficient. Governance, communications, training, and continuing support are all important components of a successful change management plan. The strategy must be feasible, implementable, and adaptable. The plan must also be carried out by change management experts working with reliable stakeholders from across the company.
Given that projects will veer off-plan it is important to ensure planning adjustments are made and new expectations are established with stakeholders throughout the life of a project. This is the one flaw that is hardly ever addressed in textbooks or groups. It should be discussed because the project manager must continuously execute, control, and replan for 90% of the project's duration.
Myth 4: Leadership doesn’t need to be involved in the whole process
Fact: This one always makes our eyes roll! Yes, there must be leadership involvement. Leadership that is approachable, respectful, trustworthy, and has time. Leadership who can and are willing to communicate early and often. Leadership has a clear strategy, a clear direction, and a clear vision, most of which should already be transferred to the workforce. When individuals perceive a lack of commitment to success and leadership in the change, they may dismiss it as a passing trend or empty platitude. So why bother getting committed to the change themselves?
Myth 5: Only a few will resist and they can’t derail things
Wherever there is a change effort, there will be resistance. – Beckhard & Pritchard
Fact: Never underestimate a small determined group of people who have a shared vision. Especially if that shared vision is to squash changes. If ‘resistance coalitions’ are forming, that shared vision is probably to preserve the status quo. This can’t be ignored. Voices must be heard. The concerns of these people, or small groups, must be addressed.
Myth 6: We eliminate them or lessen their roles if they refuse to comply
“All resistance is mobilization of energy, not lack of energy. Those who “resist” are “bundles of energy” not passive, lifeless blobs” – Nevis (1998).
Fact: If you really want your change to be a success then you must find a way to engage the resistors and harness their energy in a positive way. People may decide to give up and begin their own small-scale sabotage if they observe that people who are opposing the change are being disregarded or dismissed. Or worse, they could check out all together.
Myth 7: We can move quickly to make it happen.
Fact: Some changes can happen faster than others. However, nothing can happen instantly. This is one of the most common myths I encounter. If you find a magic wand to make change happen fast and successfully, or ‘quick wins’, please share your best practices to the readers. However, change overall, particularly deep culture change or transformational change, can’t happen overnight. It is essential to establish realistic expectations concerning the completion timeline as well as achievable targets for milestones and success metrics. And whatever you do – don’t give up midway through the process!
Myth 8: Technology will address the issue
In many aspects, technology can be beneficial, but it can also be a detriment. When technology evolves, it's common to become overly focused on the process and technical aspects of the changes, missing sight of the human side of the equation. Technologies and models (SaaS, PaaS, ERP, Bespoke, MicroServices, etc.) have been a major driver or catalyst for change in many of the change initiatives, but that's all technology can do. Even while technology can help with some of your process and service delivery problems, end users will still need to adjust to a new way of doing things.
Myth 9: We don’t consult with our customers
Did you gather information from them? Did you ask them how the change is going to impact the way they do business with you? What are customer concerns? In most cases, businesses are changing to better serve their customers as well as employees. If customers are to be involved in the process of change, then why shouldn't they? They should. Or at the very least, their concerns and opinions should be taken into account.
Myth 10: We'll use a model from a book written by a guru that worked and applied successfully somewhere else.
There are numerous frameworks and paradigms for change management. However, you are setting yourself up for failure if you take a one-size-fits-all strategy to change and transition. At TIGO, we always mix and match and customize the existing frameworks and approach based on client culture and situation. Just because a certain model or framework worked well someplace else doesn’t mean it will work the same at your organization. Every organization is different, every culture is different, and change management frameworks should be flexed and adapted to best suit the organization and strike the right balance between cost and benefit for each type of change.
Conclusion
In a VUCA world, we need to view changes from the perspective of complexity. The decision-makers can't only rely on what worked for them in the past. Rather, they need to look deeper to grasp the dynamics of the situation before taking the proper action. Thus, it is necessary for leaders to react to events that happen every day. They must also take into account the long-term effects that these ongoing changes will have on the company.
In order to achieve this challenging task, leaders need to become enablers, who focus internally and enhance the company’s resources so that the company is better able to weather the scenarios of a VUCA world. By maintaining a competitive edge, resource-based change management functions as an organization's "inner growth engine" and ultimately propels the business to success.
Explore more on these topics
Guest Blogging: The Definitive Guide
Top Trending Topics
Share This
Link copied!