Understanding Change Management
Change management deals with all the human aspects that might prevent the success of a project.
Many of us have observed the resistance that can appear when change happens, whatever its nature. Fear of the unknown, compared with the security of what we know and are in control of, has undoubtedly a tendency to generate several emotions and reactions of opposition.
However, change is often beneficial when it’s planned. Whether it’s a question of adapting to new markets, changing our ways of working, changing our patterns of consumption...all of these things require us to modify our behaviour. This is the objective of change management.
Key Partners, a specialist in change management, uses a precise, operational methodology, targeting visible, measurable results - the PROCMP® method.
Our know-how is based on the methodology of the wheel of change, composed of 5 stages to be implemented in order to guarantee that any project does not fail because of human factors. These stages cover all aspects of consulting before setting up the project, during the set-up phase and afterwards.
Many of us have observed the resistance that can appear when change happens, whatever its nature. Fear of the unknown, compared with the security of what we know and are in control of, has undoubtedly a tendency to generate several emotions and reactions of opposition.
However, change is often beneficial when it’s planned. Whether it’s a question of adapting to new markets, changing our ways of working, changing our patterns of consumption...all of these things require us to modify our behaviour. This is the objective of change management.
Key Partners, a specialist in change management, uses a precise, operational methodology, targeting visible, measurable results - the PROCMP® method.
Our know-how is based on the methodology of the wheel of change, composed of 5 stages to be implemented in order to guarantee that any project does not fail because of human factors. These stages cover all aspects of consulting before setting up the project, during the set-up phase and afterwards.
A Method based on experience.
Our approach is based on a simple principle - obtain results.
Our experience has shown us that when one of the stages was omitted, or incompletely done, or when these stages were accomplished out of sequence, it was difficult to achieve the targeted change. The stages of change must be done in sequence. Each stage has its own method of implementation as well as its own expected results.
It’s only after one has obtained the results of one stage that the next stage can be deployed. The final result of the process is a change that is not only accepted, but achieved in reality.
Change management is the process to be deployed in an organisation so that a project that changes the company’s habits can be implemented without meeting human resistance, whether it is passive resistance passive or – in the most extreme cases – violent resistance or strikes.
Our experience has shown us that when one of the stages was omitted, or incompletely done, or when these stages were accomplished out of sequence, it was difficult to achieve the targeted change. The stages of change must be done in sequence. Each stage has its own method of implementation as well as its own expected results.
It’s only after one has obtained the results of one stage that the next stage can be deployed. The final result of the process is a change that is not only accepted, but achieved in reality.
Change management is the process to be deployed in an organisation so that a project that changes the company’s habits can be implemented without meeting human resistance, whether it is passive resistance passive or – in the most extreme cases – violent resistance or strikes.
FOLLOWING THE PROCMP® METHODOLOGY:
CULTURE
Change management is an activity that allows an organisation to be moved from one culture towards another culture. The first stage of the wheel consists of knowing the initial culture. We list in detail the habits and ways of working that need to be changed from the initial culture to the target culture.
PERCEPTION
The prerequisite to any change consists of e à making the interested parties aware that change is necessary, why it is so and what direction the company is moving towards. It is vital that nobody feels excluded from the project, and that everyone, because he or she is informed and knows what to expect, can come to grips with the change, assimilate it and get ready to live with it.
PARADIGM
Any change makes it necessary to see and to envisage things from a different perspective. This stage allows us to bring forward the new ways of thinking, as well as the knowledge to be acquired, the new tools to be set up as well as the resulting new organisations.
BEHAVIOUR
A change isn’t finished when all the teams have acquired a new way of thinking. This new way has to materialize in daily action and behaviour. The behaviour stage solves this by ensuring that the required change is effective. On-site close monitoring addresses the problems encountered by reporting back any incoherence found to the project team so that they may be taken into account and resolved.
HABIT
This is the stage during which the project leaves the project mode so as to integrate the life of the company. Next, several tools need to be set up (reporting, procedures, various tools, etc.) as well as the management styles that will ensure the durability of the new behaviour.
Change management is an activity that allows an organisation to be moved from one culture towards another culture. The first stage of the wheel consists of knowing the initial culture. We list in detail the habits and ways of working that need to be changed from the initial culture to the target culture.
PERCEPTION
The prerequisite to any change consists of e à making the interested parties aware that change is necessary, why it is so and what direction the company is moving towards. It is vital that nobody feels excluded from the project, and that everyone, because he or she is informed and knows what to expect, can come to grips with the change, assimilate it and get ready to live with it.
PARADIGM
Any change makes it necessary to see and to envisage things from a different perspective. This stage allows us to bring forward the new ways of thinking, as well as the knowledge to be acquired, the new tools to be set up as well as the resulting new organisations.
BEHAVIOUR
A change isn’t finished when all the teams have acquired a new way of thinking. This new way has to materialize in daily action and behaviour. The behaviour stage solves this by ensuring that the required change is effective. On-site close monitoring addresses the problems encountered by reporting back any incoherence found to the project team so that they may be taken into account and resolved.
HABIT
This is the stage during which the project leaves the project mode so as to integrate the life of the company. Next, several tools need to be set up (reporting, procedures, various tools, etc.) as well as the management styles that will ensure the durability of the new behaviour.