change management term paper

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Change Management: From Theory to Practice

Jeffrey phillips.

1 University Libraries, Florida State University, 116 Honors Way, Tallahassee, FL 32306 USA

James D. Klein

2 Department of Educational Psychology & Learning Systems, College of Education, Florida State University, Stone Building-3205F, Tallahassee, FL 32306-4453 USA

This article presents a set of change management strategies found across several models and frameworks and identifies how frequently change management practitioners implement these strategies in practice. We searched the literature to identify 15 common strategies found in 16 different change management models and frameworks. We also created a questionnaire based on the literature and distributed it to change management practitioners. Findings suggest that strategies related to communication, stakeholder involvement, encouragement, organizational culture, vision, and mission should be used when implementing organizational change.

Organizations must change to survive. There are many approaches to influence change; these differences require change managers to consider various strategies that increase acceptance and reduce barriers. A change manager is responsible for planning, developing, leading, evaluating, assessing, supporting, and sustaining a change implementation. Change management consists of models and strategies to help employees accept new organizational developments.

Change management practitioners and academic researchers view organizational change differently (Hughes, 2007 ; Pollack & Pollack, 2015 ). Saka ( 2003 ) states, “there is a gap between what the rational-linear change management approach prescribes and what change agents do” (p. 483). This disconnect may make it difficult to determine the suitability and appropriateness of using different techniques to promote change (Pollack & Pollack, 2015 ). Hughes ( 2007 ) thinks that practitioners and academics may have trouble communicating because they use different terms. Whereas academics use the terms, models, theories, and concepts, practitioners use tools and techniques. A tool is a stand-alone application, and a technique is an integrated approach (Dale & McQuater, 1998 ). Hughes ( 2007 ) expresses that classifying change management tools and techniques can help academics identify what practitioners do in the field and evaluate the effectiveness of practitioners’ implementations.

There is little empirical evidence that supports a preferred change management model (Hallencreutz & Turner, 2011 ). However, there are many similar strategies found across change management models (Raineri, 2011 ). Bamford and Forrester’s ( 2003 ) case study showed that “[change] managers in a company generally ignored the popular change literature” (p. 560). The authors followed Pettigrew’s ( 1987 ) suggestions that change managers should not use abstract theories; instead, they should relate change theories to the context of the change. Neves’ ( 2009 ) exploratory factor analysis of employees experiencing the implementation of a new performance appraisal system at a public university suggested that (a) change appropriateness (if the employee felt the change was beneficial to the organization) was positively related with affective commitment (how much the employee liked their job), and (b) affective commitment mediated the relationship between change appropriateness and individual change (how much the employee shifted to the new system). It is unlikely that there is a universal change management approach that works in all settings (Saka, 2003 ). Because change is chaotic, one specific model or framework may not be useful in multiple contexts (Buchanan & Boddy, 1992 ; Pettigrew & Whipp, 1991 ). This requires change managers to consider various approaches for different implementations (Pettigrew, 1987 ). Change managers may face uncertainties that cannot be addressed by a planned sequence of steps (Carnall, 2007 ; Pettigrew & Whipp, 1991 ). Different stakeholders within an organization may complete steps at different times (Pollack & Pollack, 2015 ). Although there may not be one perspective change management approach, many models and frameworks consist of similar change management strategies.

Anderson and Ackerman Anderson ( 2001 ) discuss the differences between change frameworks and change process models. They state that a change framework identifies topics that are relevant to the change and explains the procedures that organizations should acknowledge during the change. However, the framework does not provide details about how to accomplish the steps of the change or the sequence in which the change manager should perform the steps. Additionally, Anderson and Ackerman Anderson ( 2001 ) explain that change process models describe what actions are necessary to accomplish the change and the order in which to facilitate the actions. Whereas frameworks may identify variables or theories required to promote change, models focus on the specific processes that lead to change. Based on the literature, we define a change strategy as a process or action from a model or framework. Multiple models and frameworks contain similar strategies. Change managers use models and frameworks contextually; some change management strategies may be used across numerous models and frameworks.

The purpose of this article is to present a common set of change management strategies found across numerous models and frameworks and identify how frequently change management practitioners implement these common strategies in practice. We also compare current practice with models and frameworks from the literature. Some change management models and frameworks have been around for decades and others are more recent. This comparison may assist practitioners and theorists to consider different strategies that fall outside a specific model.

Common Strategies in the Change Management Literature

We examined highly-cited publications ( n  > 1000 citations) from the last 20 years, business websites, and university websites to select organizational change management models and frameworks. First, we searched two indexes—Google Scholar and Web of Science’s Social Science Citation Index. We used the following keywords in both indexes: “change management” OR “organizational change” OR “organizational development” AND (models or frameworks). Additionally, we used the same search terms in a Google search to identify models mentioned on university and business websites. This helped us identify change management models that had less presence in popular research. We only included models and frameworks from our search results that were mentioned on multiple websites. We reached saturation when multiple publications stopped identifying new models and frameworks.

After we identified the models and frameworks, we analyzed the original publications by the authors to identify observable strategies included in the models and frameworks. We coded the strategies by comparing new strategies with our previously coded strategies, and we combined similar strategies or created a new strategy. Our list of strategies was not exhaustive, but we included the most common strategies found in the publications. Finally, we omitted publications that did not provide details about the change management strategies. Although many of these publications were highly cited and identified change implementation processes or phases, the authors did not identify a specific strategy.

Table ​ Table1 1 shows the 16 models and frameworks that we analyzed and the 15 common strategies that we identified from this analysis. Ackerman-Anderson and Anderson ( 2001 ) believe that it is important for process models to consider organizational imperatives as well as human dynamics and needs. Therefore, the list of strategies considers organizational imperatives such as create a vision for the change that aligns with the organization’s mission and strategies regarding human dynamics and needs such as listen to employees’ concerns about the change. We have presented the strategies in order of how frequently the strategies appear in the models and frameworks. Table ​ Table1 1 only includes strategies found in at least six of the models or frameworks.

Common strategies in the change management literature

A = ADKAR (Hiatt, 2006 ); AA = Ackerman Anderson and Anderson ( 2001 ); B = Bridges ( 1991 ); BB = Buchanan and Boddy ( 1992 ); BH = Beckhard and Harris ( 1987 ); C = Carnall ( 2007 ); CW = Cummings and Worley ( 1993 ); FB = French and Bell ( 1999 ); GE = GE CAP model (Neri et al., 2008 ; Polk, 2011 ); K = Kotter ( 2012 ); KSJ = Kanter et al. ( 1992 ); L = Lewin’s Three-step model (Bakari et al., 2017 ; Lewin, 1951 ); LK = Luecke ( 2003 ); M = McKinsey’s 7-S framework (Cox et al., 2019 ; Waterman et al., 1980 ); N = Nadler and Tushman ( 1997 ); PW = Pettigrew and Whipp (1993)

Strategies Used by Change Managers

We developed an online questionnaire to determine how frequently change managers used the strategies identified in our review of the literature. The Qualtrics-hosted survey consisted of 28 questions including sliding-scale, multiple-choice, and Likert-type items. Demographic questions focused on (a) how long the participant had been involved in the practice of change management, (b) how many change projects the participant had led, (c) the types of industries in which the participant led change implementations, (d) what percentage of job responsibilities involved working as a change manager and a project manager, and (e) where the participant learned to conduct change management. Twenty-one Likert-type items asked how often the participant used the strategies identified by our review of common change management models and frameworks. Participants could select never, sometimes, most of the time, and always. The Cronbach’s Alpha of the Likert-scale questions was 0.86.

The procedures for the questionnaire followed the steps suggested by Gall et al. ( 2003 ). The first steps were to define the research objectives, select the sample, and design the questionnaire format. The fourth step was to pretest the questionnaire. We conducted cognitive laboratory interviews by sending the questionnaire and interview questions to one person who was in the field of change management, one person who was in the field of performance improvement, and one person who was in the field of survey development (Fowler, 2014 ). We met with the reviewers through Zoom to evaluate the questionnaire by asking them to read the directions and each item for clarity. Then, reviewers were directed to point out mistakes or areas of confusion. Having multiple people review the survey instruments improved the reliability of the responses (Fowler, 2014 ).

We used purposeful sampling to distribute the online questionnaire throughout the following organizations: the Association for Talent Development (ATD), Change Management Institute (CMI), and the International Society for Performance Improvement (ISPI). We also launched a call for participation to department chairs of United States universities who had Instructional Systems Design graduate programs with a focus on Performance Improvement. We used snowball sampling to gain participants by requesting that the department chairs forward the questionnaire to practitioners who had led at least one organizational change.

Table ​ Table2 2 provides a summary of the characteristics of the 49 participants who completed the questionnaire. Most had over ten years of experience practicing change management ( n  = 37) and had completed over ten change projects ( n  = 32). The participants learned how to conduct change management on-the-job ( n  = 47), through books ( n  = 31), through academic journal articles ( n  = 22), and from college or university courses ( n  = 20). The participants had worked in 13 different industries.

Characteristics of participants

( n  = 49)

Table ​ Table3 3 shows how frequently participants indicated that they used the change management strategies included on the questionnaire. Forty or more participants said they used the following strategies most often or always: (1) Asked members of senior leadership to support the change; (2) Listened to managers’ concerns about the change; (3) Aligned an intended change with an organization’s mission; (4) Listened to employees’ concerns about the change; (5) Aligned an intended change with an organization’s vision; (6) Created measurable short-term goals; (7) Asked managers for feedback to improve the change, and (8) Focused on organizational culture.

Strategies used by change managers

Table ​ Table4 4 identifies how frequently the strategies appeared in the models and frameworks and the rate at which practitioners indicated they used the strategies most often or always. The strategies found in the top 25% of both ( n  > 36 for practitioner use and n  > 11 in models and frameworks) focused on communication, including senior leadership and the employees in change decisions, aligning the change with the vision and mission of the organization, and focusing on organizational culture. Practitioners used several strategies more commonly than the literature suggested, especially concerning the topic of middle management. Practitioners focused on listening to middle managers’ concerns about the change, asking managers for feedback to improve the change, and ensuring that managers were trained to promote the change. Meanwhile, practitioners did not engage in the following strategies as often as the models and frameworks suggested that they should: provide all members of the organization with clear communication about the change, distinguish the differences between leadership and management, reward new behavior, and include employees in change decisions.

A comparison of the strategies used by practitioners to the strategies found in the literature

Common Strategies Used by Practitioners and Found in the Literature

The purpose of this article was to present a common set of change management strategies found across numerous models and frameworks and to identify how frequently change management practitioners implement these common strategies in practice. The five common change management strategies were the following: communicate about the change, involve stakeholders at all levels of the organization, focus on organizational culture, consider the organization’s mission and vision, and provide encouragement and incentives to change. Below we discuss our findings with an eye toward presenting a few key recommendations for change management.

Communicate About the Change

Communication is an umbrella term that can include messaging, networking, and negotiating (Buchanan & Boddy, 1992 ). Our findings revealed that communication is essential for change management. All the models and frameworks we examined suggested that change managers should provide members of the organization with clear communication about the change. It is interesting that approximately 33% of questionnaire respondents indicated that they sometimes, rather than always or most of the time, notified all members of the organization about the change. This may be the result of change managers communicating through organizational leaders. Instead of communicating directly with everyone in the organization, some participants may have used senior leadership, middle management, or subgroups to communicate the change. Messages sent to employees from leaders can effectively promote change. Regardless of who is responsible for communication, someone in the organization should explain why the change is happening (Connor et al., 2003 ; Doyle & Brady, 2018 ; Hiatt, 2006 ; Kotter, 2012 ) and provide clear communication throughout the entire change implementation (McKinsey & Company, 2008 ; Mento et al., 2002 ).

Involve Stakeholders at All Levels of the Organization

Our results indicate that change managers should involve senior leaders, managers, as well as employees during a change initiative. The items on the questionnaire were based on a review of common change management models and frameworks and many related to some form of stakeholder involvement. Of these strategies, over half were used often by 50% or more respondents. They focused on actions like gaining support from leaders, listening to and getting feedback from managers and employees, and adjusting strategies based on stakeholder input.

Whereas the models and frameworks often identified strategies regarding senior leadership and employees, it is interesting that questionnaire respondents indicated that they often implemented strategies involving middle management in a change implementation. This aligns with Bamford and Forrester’s ( 2003 ) research describing how middle managers are important communicators of change and provide an organization with the direction for the change. However, the participants did not develop managers into leaders as often as the literature proposed. Burnes and By ( 2012 ) expressed that leadership is essential to promote change and mention how the change management field has failed to focus on leadership as much as it should.

Focus on Organizational Culture

All but one of the models and frameworks we analyzed indicated that change managers should focus on changing the culture of an organization and more than 75% of questionnaire respondents revealed that they implemented this strategy always or most of the time. Organizational culture affects the acceptance of change. Changing the organizational culture can prevent employees from returning to the previous status quo (Bullock & Batten, 1985 ; Kotter, 2012 ; Mento et al., 2002 ). Some authors have different views on how to change an organization’s culture. For example, Burnes ( 2000 ) thinks that change managers should focus on employees who were resistant to the change while Hiatt ( 2006 ) suggests that change managers should replicate what strategies they used in the past to change the culture. Change managers require open support and commitment from managers to lead a culture change (Phillips, 2021 ).

In addition, Pless and Maak ( 2004 ) describe the importance of creating a culture of inclusion where diverse viewpoints help an organization reach its organizational objectives. Yet less than half of the participants indicated that they often focused on diversity, equity, and inclusion (DEI). Change managers should consider diverse viewpoints when implementing change, especially for organizations whose vision promotes a diverse and inclusive workforce.

Consider the Organization’s Mission and Vision

Several of the models and frameworks we examined mentioned that change managers should consider the mission and vision of the organization (Cummings & Worley, 1993 ; Hiatt, 2006 ; Kotter, 2012 ; Polk, 2011 ). Furthermore, aligning the change with the organization’s mission and vision were among the strategies most often implemented by participants. This was the second most common strategy both used by participants and found in the models and frameworks. A mission of an organization may include its beliefs, values, priorities, strengths, and desired public image (Cummings & Worley, 1993 ). Leaders are expected to adhere to a company’s values and mission (Strebel, 1996 ).

Provide Encouragement and Incentives to Change

Most of the change management models and frameworks suggested that organizations should reward new behavior, yet most respondents said they did not provide incentives to change. About 75% of participants did indicate that they frequently gave encouragement to employees about the change. The questionnaire may have confused participants by suggesting that they provide incentives before the change occurs. Additionally, respondents may have associated incentives with monetary compensation. Employee training can be considered an incentive, and many participants confirmed that they provided employees and managers with training. More information is needed to determine why the participants did not provide incentives and what the participants defined as rewards.

Future Conversations Between Practitioners and Researchers

Table ​ Table4 4 identified five strategies that practitioners used more often than the models and frameworks suggested and four strategies that were suggested more often by the models and frameworks than used by practitioners. One strategy that showed the largest difference was provided employees with incentives to implement the change. Although 81% of the selected models and frameworks suggested that practitioners should provide employees with incentives, only 25% of the practitioners identified that they provided incentives always and most of the time. Conversations between theorists and practitioners could determine if these differences occur because each group uses different terms (Hughes, 2007 ) or if practitioners just implement change differently than theorists suggest (Saka, 2003 ).

Additionally, conversations between theorists and practitioners may help promote improvements in the field of change management. For example, practitioners were split on how often they promoted DEI, and the selected models and frameworks did not focus on DEI in change implementations. Conversations between the two groups would help theorists understand what practitioners are doing to advance the field of change management. These conversations may encourage theorists to modify their models and frameworks to include modern approaches to change.

Limitations

The models and frameworks included in this systematic review were found through academic research and websites on the topic of change management. We did not include strategies contained on websites from change management organizations. Therefore, the identified strategies could skew towards approaches favored by theorists instead of practitioners. Additionally, we used specific publications to identify the strategies found in the models and frameworks. Any amendments to the cited models or frameworks found in future publications could not be included in this research.

We distributed this questionnaire in August 2020. Several participants mentioned that they were not currently conducting change management implementations because of global lockdowns due to the COVID-19 pandemic. Because it can take years to complete a change management implementation (Phillips, 2021 ), this research does not describe how COVID-19 altered the strategies used by the participants. Furthermore, participants were not provided with definitions of the strategies. Their interpretations of the strategies may differ from the definitions found in the academic literature.

Future Research

Future research should expand upon what strategies the practitioners use to determine (a) how the practitioners use the strategies, and (b) the reasons why practitioners use certain strategies. Participants identified several strategies that they did not use as often as the literature suggested (e.g., provide employees with incentives and adjust the change implementation because of reactions from employees). Future research should investigate why practitioners are not implementing these strategies often.

Additionally, the COVID-19 pandemic may have changed how practitioners implemented change management strategies. Future research should investigate if practitioners have added new strategies or changed the frequency in which they identified using the strategies found in this research.

Our aim was to identify a common set of change management strategies found across several models and frameworks and to identify how frequently change management practitioners implement these strategies in practice. While our findings relate to specific models, frameworks, and strategies, we caution readers to consider the environment and situation where the change will occur. Therefore, strategies should not be selected for implementation based on their inclusion in highly cited models and frameworks. Our study identified strategies found in the literature and used by change managers, but it does not predict that specific strategies are more likely to promote a successful organizational change. Although we have presented several strategies, we do not suggest combining these strategies to create a new framework. Instead, these strategies should be used to promote conversation between practitioners and theorists. Additionally, we do not suggest that one model or framework is superior to others because it contains more strategies currently used by practitioners. Evaluating the effectiveness of a model or framework by how many common strategies it contains gives an advantage to models and frameworks that contain the most strategies. Instead, this research identifies what practitioners are doing in the field to steer change management literature towards the strategies that are most used to promote change.

Declarations

This research does not represent conflicting interests or competing interests. The research was not funded by an outside agency and does not represent the interests of an outside party.

Publisher's Note

Springer Nature remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.

Contributor Information

Jeffrey Phillips, Email: ude.usf@spillihpbj .

James D. Klein, Email: ude.usf@nielkj .

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No proper organization can function independent of its environment. Each is made up of an internal structure, and exists within a framework of interrelated system of relationships with key stakeholders such as competitors, donors, consumers, regulators, the media, and so on. Therefore, there is the need to depart from the traditional approach of influencing public opinion to a more modern and strategic approach of guarding public moods, disposition and judgement before even attempting to satisfy expectations. The objective of this study was to ascertain whether Stakeholder Relations Management can be used as a Public Relations tool for socio-economic development in Nigeria. The aim was to establish the veracity of the statement that stakeholder relations management is a public relations tool and if it could be used for socio-economic development of Nigeria. Data was collected from available literature on stakeholder relations management and public relations. Also the professional observations of the authors were also used. Good stakeholder relationship management which is one of the tools of modern public relations that foster a sense of joint ownership, prevents undue bureaucracy or industrial disputes, makes resources available, keeps information/knowledge and feedback flowing and enhances cooperation to achieve the desired outcome of socio-economic development. The study proposed that organizations have to evaluate the possibility of adapting and/or integrating the benefit of the emerging stakeholder management trends into their institutional framework. The management of organizations must realize that for their organizations to be competitive in the global economy, they have to leverage on these collaborative relationships with both internal and external systems in their networks to achieve results.

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How To Write Change Management Paper

Change Strategists

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Are you feeling overwhelmed by the prospect of writing a change management paper? Don’t worry, you’re not alone.

Change management is a complex and dynamic process that requires careful planning and execution. But with the right approach, you can successfully navigate the challenges of change and produce a high-quality paper that meets your goals and objectives.

To write a change management paper, follow these steps:

• Define the change management process: Explain what change management is and why it is important in organizations.
• Identify the need for change: Describe the reasons and drivers for the change, such as external competition, internal inefficiencies, or new technologies.
• Plan the change: Outline the steps involved in planning the change, including identifying stakeholders, setting goals, and developing a timeline.
• Implement the change: Describe the steps involved in carrying out the change plan, including communication, training, and monitoring progress.
• Evaluate the change: Assess the success of the change and identify any lessons learned or areas for improvement.
• Discuss the impact of the change: Analyze the impact of the change on the organization, employees, customers, and other stakeholders.
• Make recommendations for future change: Based on the evaluation and impact analysis, provide recommendations for future change management initiatives.
• Conclusion: Summarize the key points of the paper and emphasize the importance of effective change management in organizational success.

In this article, we’ll guide you through the process of writing a change management paper. We’ll provide you with practical tips and strategies for developing a comprehensive change management plan, addressing communication strategies, analyzing challenges, identifying opportunities for improvement, and integrating feedback from stakeholders.

So, grab a pen and paper, and let’s get started!

Understand the Change Process

You’ll get a firm grasp on how change swirls around an organization when you delve into the ins and outs of the change process. Understanding the change process is crucial to writing a successful change management paper.

It involves several steps, such as a change readiness assessment and stakeholder analysis. A change readiness assessment is a tool used to evaluate an organization’s preparedness for change. It helps identify potential barriers to change and allows for the development of strategies to mitigate them.

On the other hand, a stakeholder analysis is a process of identifying key individuals or groups who are impacted by the change and analyzing their interests, perspectives, and potential resistance to change. This step is crucial in the change process because it allows for the development of a customized communication and engagement plan.

Overall, understanding the change process is essential to writing a successful change management paper. It allows you to identify potential challenges, develop strategies to mitigate them, and customize communication and engagement plans to ensure a successful change implementation.

By conducting a change readiness assessment and stakeholder analysis, you can gain a comprehensive view of the change process and ensure that your change management paper is well-informed and effective.

Develop a Change Management Plan

As you dive into crafting a plan for successfully navigating through organizational transitions, it’s essential to analyze the current state of affairs and identify tangible steps to achieve the desired outcomes. Developing strategies for change management involves identifying the changes that need to be made, creating a roadmap for implementing those changes, and defining the measures for success.

This plan should be well thought out and include considerations for potential implementation challenges. Implementation challenges are inevitable when it comes to change management. Therefore, it’s essential to anticipate potential obstacles and develop contingency plans to address them. This includes identifying potential resistance to change and developing strategies to overcome it.

To develop a comprehensive change management plan, it’s important to start by identifying the stakeholders who will be impacted by the change. This includes both internal and external stakeholders, such as employees, customers, shareholders, and suppliers. Once you have a clear understanding of who will be impacted, you can then begin to identify the specific changes that need to be made. This may involve conducting a thorough analysis of current processes, policies, and procedures to identify areas for improvement.

By taking the time to carefully plan and prepare for change, you can increase the likelihood of success and minimize disruptions to the organization. Remember, change management is an ongoing process, and it’s essential to monitor progress and adjust the plan as needed to ensure the desired outcomes are achieved.

Address Communication Strategy

Let’s take a closer look at how you can effectively address your communication strategy to ensure a smooth transition during organizational changes. One of the key elements of a successful change management plan is to have a solid communication plan in place.

This means that you need to ensure that all stakeholders are aware of the upcoming changes, the reasons behind them, and how these changes will impact them.

To develop an effective communication plan, you need to start by identifying all of your stakeholders. This includes employees, customers, vendors, and any other parties that may be affected by the changes.

Once you have identified your stakeholders, you need to determine the best way to engage with them. This may include town hall meetings, email updates, training sessions, or other methods of communication.

Stakeholder engagement is critical when it comes to managing change in an organization. By keeping everyone informed and involved in the change process, you can help to build trust and buy-in, which is essential for a successful transition.

It’s important to remember that communication is a two-way street, so be sure to listen to feedback from your stakeholders and adjust your communication plan accordingly. By taking a proactive approach to communication, you can help to minimize resistance to change and ensure a smooth transition for everyone involved.

Analyze the Challenges of the Change Process

You may encounter several challenges during the change process. One of the most common is resistance to change. This resistance can come from employees, stakeholders, or even customers who may be hesitant to accept the new changes.

Another potential challenge is cultural differences, which can arise when implementing changes in a diverse workplace.

Lastly, unforeseen obstacles can arise at any point in the change process, requiring you to be adaptable and flexible in your approach.

Resistance to Change

Don’t let resistance to change discourage you – it’s a common hurdle that can be overcome with proper planning and communication. Resistance to change can come in many forms, from outright refusal to subtle pushback. But with the right strategies, you can turn resistance into acceptance.

Here are some tips for overcoming resistance to change:

Communicate clearly: Make sure everyone involved in the change process understands why the change is happening and how it will benefit them.

Involve employees: Encourage employees to share their concerns and ideas about the change. This will make them feel heard and valued, and will also give you valuable insights into potential roadblocks.

Create change champions: Identify employees who are excited about the change and enlist them to help communicate the benefits to others. These change champions can help motivate others to get on board.

Address concerns: Take the time to address any concerns or fears employees may have about the change. This will help alleviate anxiety and make the transition smoother for everyone involved.

By following these tips, you can help overcome resistance to change and make the transition as smooth as possible. Remember, change is never easy, but with the right approach, it can be a positive experience for everyone involved.

Overall, it’s important to keep in mind that resistance to change is a natural part of the process. Instead of getting discouraged, use it as an opportunity to engage with employees and address their concerns. By doing so, you can create a culture of openness and collaboration that will serve you well in future change efforts. So take a deep breath, stay positive, and keep pushing forward.

Cultural Differences

As you navigate through the section on cultural differences, you’ll discover how diverse backgrounds and traditions can shape the way people approach work and communication, painting a vivid picture of the importance of cultural awareness in any organization. Cultural awareness is crucial in change management because it allows individuals to recognize and understand the differences in values, beliefs, and behaviors across different cultures. Without this awareness, misunderstandings and conflicts may arise, hindering the progress of change initiatives.

In order to promote cross cultural communication in a change management context, it is important to develop a cultural competence strategy. Cultural competence is the ability to interact effectively with people from different cultures, and it involves several key components, including knowledge, skills, and attitudes. One way to develop cultural competence is through training and education that focuses on the cultural differences present in the organization. Another way is to establish a diverse and inclusive workplace that values and respects different perspectives and backgrounds. By promoting cultural awareness and competence, organizations can navigate the challenges of change management and achieve success in their initiatives.

Unforeseen Obstacles

Get ready to discover unexpected hurdles that can arise during the change process in this section. As much as you may have planned for every possible scenario, unforeseen obstacles can still pop up and throw a wrench in your carefully crafted change management plan.

These obstacles can take different forms, such as resistance from employees, unexpected costs, or even changes in the market that can impact the success of your change initiative. The key to successfully navigating these hurdles is to be adaptable and creative in your approach.

One way to overcome challenges is to stay connected with your employees and stakeholders. Be open to feedback and listen to any concerns they may have. This can help you identify potential roadblocks and adapt your strategies accordingly.

Additionally, it’s important to have contingency plans in place in case things don’t go as planned. Being prepared for unexpected events can help you minimize their impact and keep your change initiative on track.

Remember, change management is a process, and it’s important to remain flexible and willing to adapt as needed to ensure its success.

Identify Opportunities for Improvement

Finding areas for growth can be challenging, but it’s like uncovering hidden gems in a vast landscape – with each discovery, there’s the potential for something valuable and transformative to emerge. When it comes to change management, identifying opportunities for improvement is a crucial step in the process. Continuous improvement is essential for any organization that wants to remain competitive and relevant in today’s fast-paced business landscape.

Here are three ways to identify opportunities for improvement:

Conduct a process audit: A process audit is an excellent way to identify areas where processes can be optimized. Start by mapping out the current process, identifying bottlenecks, and areas where the process can be streamlined. Once you have a clear understanding of the current process, brainstorm ways to make it more efficient. This can involve changes in technology, training, or workflow.

Solicit feedback from stakeholders: Your stakeholders are a valuable source of information when it comes to identifying areas for improvement. Ask for their feedback and suggestions on how to make the process smoother and more effective. This can involve creating a survey, conducting focus groups, or setting up one-on-one meetings.

Keep an eye on industry trends: Keeping up with industry trends is essential for any organization that wants to remain relevant. By staying up-to-date with the latest trends, you can identify new technologies, processes, and techniques that can help your organization achieve its goals more effectively.

Identifying opportunities for improvement is an essential part of any change management process. By conducting a process audit, soliciting feedback from stakeholders, and keeping an eye on industry trends, you can uncover hidden gems that can transform your organization. Remember, continuous improvement is the key to success in today’s business landscape, and identifying areas for growth is the first step in achieving that success.

Use Relevant Change Management Theories

You can use relevant change management theories to guide your efforts towards organizational improvement. Three key models to consider are Lewin’s Change Management Model, Kotter’s 8-Step Change Model, and the ADKAR Model.

Each of these models offers a unique perspective on how to navigate change and can help you develop a comprehensive approach to managing change in your organization.

Lewin’s Change Management Model

You’ll love exploring Lewin’s Change Management Model as it provides a clear framework for understanding the change process and how to implement it effectively.

This model consists of three stages: unfreezing, changing, and refreezing. The first stage involves creating awareness and breaking down resistance to change. The second stage involves making the necessary changes and implementing new processes. The final stage involves reinforcing the new changes and making them a part of the organization’s culture.

One of the advantages of Lewin’s model is that it provides a simple and easy-to-understand framework for managing change. It can be applied to a wide range of situations, from personal changes to organizational changes.

Real-life applications of Lewin’s model include implementing new software systems, restructuring organizations, and introducing new product lines. By using this model, you can effectively manage change, minimize resistance, and ensure a successful outcome.

Kotter’s 8-Step Change Model

In Kotter’s 8-Step Change Model, organizations can effectively navigate the change process by implementing the following steps.

Firstly, they must establish a sense of urgency by creating a compelling reason for change and communicating it to all stakeholders. This helps to overcome resistance and mobilize support for the change effort.

Secondly, they must build a coalition of supporters by identifying key stakeholders who have the power and influence to drive the change forward. This coalition should be diverse and include representatives from all levels of the organization.

The third step is to create a vision that outlines the desired future state of the organization. This vision should be communicated clearly to all stakeholders and should be aligned with the organization’s values and mission.

The fourth step is to communicate the vision to all stakeholders, ensuring that everyone understands the rationale behind the change effort.

The fifth step is to empower others to act on the vision by providing them with the necessary resources, training, and support.

Finally, the organization must create short-term wins to build momentum and demonstrate progress, consolidate gains and produce more change, and anchor new approaches in the organization’s culture to ensure that the change effort is sustained over the long term.

ADKAR Model

Discover how you can effectively navigate the change process using the ADKAR Model, a proven framework that helps individuals and organizations achieve successful change. ADKAR stands for Awareness, Desire, Knowledge, Ability, and Reinforcement, and it provides a step-by-step approach to managing change.

Here are some ways you can implement ADKAR in your change management process:

Conduct a change readiness assessment to determine the level of awareness and desire for change among individuals and teams. This will help you identify potential barriers and resistance to change.

Use the ADKAR framework to develop a targeted communication strategy that addresses the specific needs and concerns of each stakeholder group. This will help build awareness, desire, and knowledge for the change.

Develop training and development programs that focus on building the necessary skills and abilities required to support the change effort. This will help ensure that individuals have the knowledge and ability to make the change successful.

Incorporating ADKAR into your change management process can help increase the likelihood of successful change implementation. By following a step-by-step approach, you can ensure that individuals and teams are fully aware of the change, have the desire to support it, and have the knowledge, skills, and abilities to make it happen.

Provide Case Studies or Examples

When it comes to change management, there’s a lot to learn from both successful and failed attempts. By examining case studies and real-life examples, you can gain insights into what works and what doesn’t.

Whether you’re looking for inspiration or trying to avoid common pitfalls, studying these examples is an essential part of becoming a skilled change manager.

Successful Change Management Examples

You’ll be inspired by real-life stories of how companies like Apple, Procter & Gamble, and IBM successfully navigated change and emerged stronger than ever. Here are some examples of successful change management:

Apple’s transition from a computer company to a mobile device company: Apple’s innovative approach to change management helped them transition from a company that manufactured computers to a company that produced mobile devices. Their focus on creating a culture of innovation and adapting to changes in the market allowed them to stay ahead of their competitors.

Procter & Gamble’s rebranding strategy: Procter & Gamble’s rebranding strategy helped them to successfully navigate a change in consumer preferences. Their focus on creating a strong brand identity and engaging with their customers allowed them to stay relevant in a fast-paced market.

IBM’s shift to cloud computing: IBM’s shift to cloud computing allowed them to transition from a company that primarily sold hardware to a company that provided cloud-based services. Their focus on building a culture of innovation and investing in new technologies helped them to stay ahead of their competitors.

Microsoft’s shift to a subscription-based model: Microsoft’s shift to a subscription-based model allowed them to transition from a company that sold software to a company that provided cloud-based services. Their focus on creating a seamless user experience and providing value to their customers helped them to successfully navigate this change.

These real-life success stories show that with the right approach and mindset, change management can be a positive and transformative experience. By avoiding common pitfalls and focusing on innovation and customer engagement, companies can successfully navigate change and emerge stronger than ever.

Lessons Learned from Failed Change Management Attempts

The lessons gleaned from failed change management attempts offer valuable insights into the complexities of navigating organizational change. One of the main causes of resistance to change is fear of the unknown. When employees aren’t provided with clear communication regarding the reasons for the change, what the change entails, and how it will impact their work, they’re likely to resist the change.

This highlights the importance of effective communication throughout the change management process. Another lesson learned from failed change management attempts is the importance of mitigating resistance. This can be achieved by involving employees in the change process, providing them with training and support, and addressing their concerns and feedback.

It’s also important to have a clear plan in place for implementation, and to address any potential roadblocks or obstacles before they arise. By taking these steps to mitigate resistance, organizations can increase the likelihood of a successful change management initiative.

Integrate Feedback from Stakeholders

Getting feedback from stakeholders is crucial in making sure your change plan doesn’t turn into a hot mess that nobody wants to deal with. Stakeholder engagement is one of the most important aspects of change management, and it’s essential to involve them in every step of the process.

This means actively seeking feedback from them and analyzing it to ensure that you’re meeting their needs. Feedback analysis is a critical part of the change management process. It involves gathering feedback from stakeholders and using it to identify potential problems and areas where improvements can be made.

By analyzing feedback, you can gain valuable insights into how your change plan is being received and identify any areas where stakeholders feel that they’re not being heard or their needs aren’t being met. Integrating feedback from stakeholders is essential to the success of your change management plan.

By involving them in the process and taking their feedback into account, you can ensure that your plan is well-received and meets the needs of everyone involved. Remember, change is never easy, but by working together with stakeholders and taking their feedback seriously, you can make the process as smooth and successful as possible.

Use Clear and Concise Language

When writing about change management, it’s important to use clear and concise language. This ensures that your message is easily understood by stakeholders. To achieve this, avoid using jargon and opt for simple and easy-to-understand language.

Additionally, using active voice and providing concrete examples will make your writing more engaging and effective. Remember that your goal is to communicate your message clearly. So, take the time to craft your language thoughtfully and intentionally.

Avoid Jargon

Don’t let confusing jargon and complex language hinder your ability to communicate your ideas effectively. When writing a change management paper, it’s important to avoid using technical terms and buzzwords that might be unclear to your audience.

Instead, simplify your language and use plain English to convey your message in a way that everyone can understand. By avoiding jargon and simplifying your language, you’ll be better able to connect with your readers and inspire them to join you on the journey towards successful transformation.

Use concrete examples and relatable anecdotes to illustrate your points and make your message more engaging. When you write in a clear and concise manner, you’ll be able to clearly communicate your vision and motivate others to work towards achieving your goals.

Remember, the most successful change initiatives are those that are able to communicate their ideas in a way that resonates with people and inspires them to take action.

Use Active Voice

You can engage your audience and paint a vivid picture by using active voice to convey your message with clarity and impact. Just like a conductor leading an orchestra with passion and precision, active voice puts the focus on the subject performing the action, making your writing more direct and engaging.

When you use active voice, your sentences become more concise, emphasizing the action and making it clear who or what is doing the action. This creates a sense of urgency and momentum that draws your readers in and keeps them interested.

The benefits of active voice in writing are numerous. It makes your writing more lively and engaging, and it allows you to convey your ideas with greater clarity and precision. Active voice helps you to avoid ambiguity and confusion, making it easier for your readers to understand your message.

By using active voice, you can create a sense of urgency and momentum that drives your readers to take action. So, if you want to write a change management paper that captures your audience’s attention and inspires them to act, be sure to use active voice throughout your writing.

Provide Concrete Examples

Now that you’ve learned about the importance of using active voice in your change management paper, let’s move on to the next subtopic – providing concrete examples.

When writing about change management, it’s not enough to simply discuss theories and concepts. Your readers need to see practical application in order to fully understand and appreciate your ideas.

Providing concrete examples means using real-life situations and scenarios to illustrate your points. This not only helps your readers understand your ideas better, but it also shows them that you have a deep understanding of the subject matter.

When using examples, don’t just provide a generic case study. Instead, try to find examples that are relevant to your readers and their experiences. This will make your paper more relatable and engaging, and it will also help your readers see the real-world implications of your ideas.

So, take the time to research and find relevant examples that’ll make your paper stand out.

Conclusion and Recommendations

As you conclude your discussion on change management, it’s important to summarize the key points you’ve covered throughout your paper. So, highlight the key takeaways and lessons learned to better inform future change management efforts. Also, encourage further discussion and collaboration among your readers to continue the conversation and drive positive change.

Adjust the paragraph structure in the Input to logically group complete sentences on their own lines, with a double new line after. Use contractions.

Summarize Key Points

Summing up the main takeaways in a concise and engaging manner will ensure that readers fully grasp the significance of the ideas conveyed in this change management paper. Here are the key points to remember:

Change is inevitable, and effective strategies for managing change are necessary for organizational success.

Communication is crucial in change management, and all stakeholders should be involved in the process to ensure buy-in and support.

Resistance to change is normal, and leaders should anticipate and address it proactively.

Continuous evaluation and adjustment of change management strategies are essential for achieving successful outcomes.

By understanding these key takeaways, you’ll be better equipped to navigate change in your organization and lead your team through the process effectively. Remember to stay proactive, communicate effectively, anticipate resistance, and be willing to adjust your approach as needed. By doing so, you can successfully manage change and achieve positive outcomes for your organization.

Provide Recommendations for Future Change Management Efforts

Well, looks like it’s time to dish out some hot tips for future change management efforts – let’s get down to business, shall we?

To ensure that future change management efforts are successful, it’s important to have a clear and measurable definition of success. This can be achieved by identifying specific goals and objectives, and regularly assessing progress towards achieving them.

Measuring success can also help identify areas where improvements can be made for future efforts. In addition to measuring success, continuous improvement is crucial for future change management efforts.

This means regularly reviewing and evaluating the change management process, and identifying areas where improvements can be made. This can involve gathering feedback from stakeholders, analyzing data, and implementing changes to the process as needed.

By continuously improving the change management process, future efforts can be more effective and efficient, leading to greater success in achieving organizational goals.

Encourage Further Discussion and Collaboration

Let’s spark some lively conversation and teamwork by encouraging everyone to share their thoughts and ideas on how we can collaborate better in the future. Brainstorming techniques are a great way to generate new ideas and promote creativity among team members.

When brainstorming, remember to suspend judgement and encourage everyone to participate. Start by setting a clear goal or objective for the session, then ask open-ended questions to stimulate discussion. Write down all ideas on a whiteboard or flipchart and group similar ideas together. This will help to organize the ideas and identify themes that can be developed further.

Group decision making can be a challenge, but it’s an essential part of effective change management. To ensure that everyone’s opinion is heard and considered, start by creating a safe and inclusive environment where team members feel comfortable sharing their thoughts. Encourage active listening and respect for different perspectives.

When making a decision, consider all options and their potential impact on the organization. Use a decision matrix or other tool to evaluate each option objectively. Remember that not everyone will agree on the final decision, but it’s important to communicate the rationale behind the decision and any next steps.

By working collaboratively and using effective brainstorming and decision-making techniques, we can ensure successful change management efforts in the future.

What Should Be Included in a Change Management Paper Compared to a Change Management Proposal?

When writing a change management proposal , it is crucial to include the detailed plan for implementing changes, including strategies for communication and stakeholder engagement. In a change management paper, it is important to include a comprehensive analysis of the current state, the proposed changes, and the potential impact on the organization.

Congratulations! You’ve successfully completed your change management paper. Your in-depth analysis of the change process, development of a management plan, and addressing communication strategy has been exceptional.

Your ability to analyze the challenges and identify opportunities for improvement has been highly commendable. Through your use of case studies and examples, you’ve effectively conveyed the importance of integrating feedback from stakeholders and using clear and concise language.

You’ve provided a comprehensive approach to change management that can be implemented in various industries. Your attention to detail, creativity, and organization has made your paper both informative and engaging.

As you move forward, remember that change is constant, and it’s essential to have a solid foundation for managing change. Your recommendations will undoubtedly serve as a guide to others who may struggle with change management.

You’ve shown that with the right mindset, planning, and execution, change can be a positive force. May your journey be one of growth, resilience, and success.

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Expert Guide to Writing an Effective Change Management Plan

By Diana Ramos | December 22, 2016 (updated July 24, 2023)

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The one thing a business can almost certainly expect is change. A lot of it. Most organizational change happens for one of two reasons: unexpected circumstances or intentional actions implemented to facilitate organizational growth or progress. Whether the change is due to a market influence, a reduction in budget, resource constraints, or expansion, it’s a safe bet that organizational change will affect your business on a fairly regular basis. 

Change management has evolved from simply something that happens in organizations to an entire discipline. This comprehensive guide provides information on how creating a change management plan can help your organization prepare and handle forecasted and unforeseen changes. We’ll also provide direction on writing effective change management plans for managing organizational change, along with best practices and tips from experts in the field. 

Understanding the Change Management Process

Many change management theories, models, and frameworks have been developed based on research and experience. One of these theories is Kotter’s 8-step Change Management Process. World-renowned change expert, John Kotter, outlined this 8-step process for change: create urgency, form a powerful coalition, create a vision for change, communicate the vision, remove obstacles, create short term wins, build on the change, and anchor the change into corporate culture. 

These models or frameworks act as a guide to managing change both personally and within an organization. Most of these models include a supporting process or sequence of steps to move a change from initiation to completion. Within the sequence of steps, there is typically a ‘Planning’ stage where teams create a change management plan to help manage the project tasks and activities. 

Addam Marcotte, Vice President of Organization Development for FMG Leading says, “The one constant in life is change. This is especially true in the business environment with eternally changing conditions. As the world becomes more interconnected, interdependent, and complex, seemingly trivial variables can have profound impact on global markets. Studies have shown that agile organizations, those that can adapt to change rapidly, are more likely to succeed — therefore having competency in organizational change can no longer be a reactionary one-time solution, but is a vital element of organizational strategy. Organizational Change Management is a systematic approach to leading large scale change, from process and org structure to culture and human capital.”

What is a Change Management Plan and Why Do You Need One?

A change management plan helps manage the change process, and also ensures control in budget, schedule, scope, communication, and resources. The change management plan will minimize the impact a change can have on the business, employees, customers, and other important stakeholders.

Marcotte believes that, “Effective organizations are able to handle varying degrees of complex change and quickly pivot and navigate the changing landscape. Deep emergent change can be extremely disruptive and unsettling, whereas intentional incremental change may feel like minor efficiency improvements and largely go unnoticed. All forms and degrees of organizational change need someone leading the journey and continually communicating with employees. It is important to have a comprehensive and integrated change management plan to help clearly articulate organizational strategy, helping people understand ‘why’ the change is critical and what the future state will look and feel like.”

According to Amy Kauffman , Founder of Strategic Moxie, “You need a change management plan because strategy and processes are always perfect in their conception, but as time goes on these elements of business become living, breathing, and changing entities. Change management plans help you remain agile, adapt to challenges along the way, monitor success metrics, and track milestones.”

How to Write a Change Management Plan

There are several steps involved in writing a change management plan. You can get started by using a change management template. We’ve outlined them here and provided some best practices recommended by experts in the field:

1. Demonstrate the reasons for the change.

Kevin Lonergan of PMIS Consulting Limited explains that, “One should never assume that people know why change is needed. Even the blindingly obvious is never obvious to all. Make sure that the reasons for the change effort are clearly defined.” When your stakeholders have a clear understanding of why the change is needed and how it will improve business or the way they work, they are more likely to support rather than resist the change.

2. Determine the scope. The next step in writing the change management plan is determining who the change will affect. Also determine what the change will impact, including policies, processes, job roles, and organizational structure.

3. Identify stakeholders and the change management team. Marcotte explains that the “best practices in change management often include a task force or team who ‘owns’ the organizational change and is empowered to execute it. The composition of this team is extremely important and it must be led by a credible leader.” The change management team interacts with stakeholders, addresses concerns, and oversees a smooth change transition. Roles within the team require clear definition, including outlining each member’s responsibilities. A Change Advisory Board (CAB) may also be established to oversee changes, offering change approvals and guidance. 

4. Clarify the expected benefits. These benefits should be clearly delineated so that everyone involved understands the advantages of proceeding with the change. 

5. Milestones as well as costs must also be clearly outlined. Marcotte explains the importance of clear milestones: “Research shows 70% of changes fail because people believe that results relative to the effort aren’t worth it, or aren’t working. Establishing well-communicated and achievable milestones are vital to the success of any change plan. These milestones become symbols to employees that the plan is working, progress is happening, the direction is still right, and the effort is worth it.”

6. Create a change management communication plan.

Susanne Powelson , Vice President of Lovell Communications, Inc., explains the value and importance of clear, consistent communications as part of the change management plan. “The right strategic communications can help maintain employee focus and foster trust – even in the most uncertain times. Build trust among your employees by being visible and accessible. Strive to set a positive tone for the organization and resist the urge to let problems or shortfalls dominate all of your communications. Instead, focus on helping employees across the organization understand the benefits of the change. Create opportunities for employees to ask questions and let them know what information you can share, what information you can’t share and when they can expect further updates,” she says.

‌ Download Stakeholder Communication Plan - Microsoft Word

There are three basic elements to communications in the context of change management. 

• Identify the stakeholders and those impacted by the change. 
• Next, schedule regular face to face interactions and email communications to keep stakeholders updated on progress. 
• Finally, communications should be consistent, thorough, and regular. Communications should also clearly explain the change, define the reasons for change, present the benefits of the change, and always include change owner’s contact information.

Below you will find a sample of how Bob Kermanshahi, Head of Strategy at Siemens Real Estate for the Americas, (part of Siemens, a conglomerate with $20 billion in annual revenues from the Americas,) manages business transformation utilizing a formal change management plan. 

Siemens Case Study

Change Management Processes and Systems

Change management processes and systems pave the way for successful change management. It is essential to be able to submit a change request, track, schedule, and manage that request through delivery. Along the way, you must also monitor roadblocks, milestones, and resistance. A change management system will allow a single storage location for all data association with organizational changes, standardization of procedures, analysis of trends and activity, and easy access from anywhere at any time. 

Look for a system that offers the following functionality:

• Configurable change request forms
• Change approvals
• Change monitoring
• Updating change
• Change assignment to individuals, teams, and/or Change Advisory or Change Control Board
• Ability to classify as a change and reclassify as a defect if necessary
• Schedule of changes (Forward Schedule of Change)
• Configurable change management processes
• Role assignment
• Change log for historical tracking
• Budgeting and cost controls
• Ability to break work down into tasks

Resistance Management Plan

How you manage resistance is a critical element when managing change. After identifying the stakeholders, a project manager should examine how they will each be affected by the change. According to Lonergan, “It’s not only important to identify stakeholders, but also predict how they will respond to the change. Often stakeholders will respond by resisting change, so creating a resistance management plan is important.”

Currently, there is an extremely busy industry focused on creating and studying change management models, frameworks, processes, plans, and tools - not to mention professional trainings and certifications that span industry verticals. Since change is a necessary element of organizational growth, this industry will continue to prosper.   

Planning for Change in Healthcare Organizations

Planning for change in an organization is a necessary, yet often challenging aspect of business planning. In healthcare-oriented businesses in particular, change management is even more essential, as there are many more variables to keep in mind, like patient confidentiality, secure data storage, credentialing processes, and more.

Change management plans help to determine how changes will affect an organization, the scope of the change, and how change will be communicated to the rest of the organization. In healthcare organizations, this process needs to be transparent, quick, and updated regularly to maintain optimal patient care, while keeping providers and insurance companies on the same page. To plan for change in your healthcare business and ensure your organization remains efficient while keeping all information and data protected, you need a powerful, real-time, and secure tool.  

Smartsheet is a work execution platform that enables healthcare companies to improve work efficiency, scale repetitive processes, and securely store and share protected health information. Streamline documentation, improve communication of changes both internally and externally, and modify healthcare processes for the better, while also maintaining top-level data security compliant with HIPAA’s regulatory requirements. Track the progress of changes in individual processes with all-up reports and centralized dashboards.

Interested in learning more about how Smartsheet can help you maximize your efforts? Discover  Smartsheet for Healthcare .

Smartsheet: The Ultimate Tool for Creating a Change Management Plan

Empower your people to go above and beyond with a flexible platform designed to match the needs of your team — and adapt as those needs change. 

The Smartsheet platform makes it easy to plan, capture, manage, and report on work from anywhere, helping your team be more effective and get more done. Report on key metrics and get real-time visibility into work as it happens with roll-up reports, dashboards, and automated workflows built to keep your team connected and informed. 

When teams have clarity into the work getting done, there’s no telling how much more they can accomplish in the same amount of time.  Try Smartsheet for free, today.

Discover why over 90% of Fortune 100 companies trust Smartsheet to get work done.

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Break Down Change Management into Small Steps

• Jeff Kavanaugh
• Rafee Tarafdar

Three lessons from Infosys.

New research from leaders at Infosys indicates that across a variety of industries, lasting, long-term change is most effective when it occurs over a series of smaller microchanges. The authors identify three strategies for successful microchange management: Deconstruct big change into small steps, change behavior through small modifications to habits and routines, and continuously measure, learn, and evolve.

Business transformation has traditionally been associated with large, drawn-out initiatives. After the Great Recession, they became smaller, faster, and more focused, yet change management was still executed in a mostly sequential waterfall approach. The breaking point came in March 2020, when Covid-19 provided a global wakeup call that forced all companies to rethink their ability to change — and fast.

• JK Jeff Kavanaugh  is vice president and global head of the Infosys Knowledge Institute, and an adjunct professor at the Jindal School of Management at the University of Texas at Dallas. He is a co-author of the book The Live Enterprise: Create a Continuously Evolving and Learning Organization   (McGraw-Hill, 2021).
• RT Rafee Tarafdar is a senior vice president and chief technology officer of the Strategic Technology Group at Infosys. He is a co-author of the book The Live Enterprise: Create a Continuously Evolving and Learning Organization (McGraw-Hill, 2021).

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Change Management: From Theory to Practice

• Original Paper
• Published: 09 September 2022
• Volume 67 , pages 189–197, ( 2023 )

Cite this article

• Jeffrey Phillips   ORCID: orcid.org/0000-0003-0708-6460 1 &
• James D. Klein 2  

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This article presents a set of change management strategies found across several models and frameworks and identifies how frequently change management practitioners implement these strategies in practice. We searched the literature to identify 15 common strategies found in 16 different change management models and frameworks. We also created a questionnaire based on the literature and distributed it to change management practitioners. Findings suggest that strategies related to communication, stakeholder involvement, encouragement, organizational culture, vision, and mission should be used when implementing organizational change.

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Organizations must change to survive. There are many approaches to influence change; these differences require change managers to consider various strategies that increase acceptance and reduce barriers. A change manager is responsible for planning, developing, leading, evaluating, assessing, supporting, and sustaining a change implementation. Change management consists of models and strategies to help employees accept new organizational developments.

Change management practitioners and academic researchers view organizational change differently (Hughes, 2007 ; Pollack & Pollack, 2015 ). Saka ( 2003 ) states, “there is a gap between what the rational-linear change management approach prescribes and what change agents do” (p. 483). This disconnect may make it difficult to determine the suitability and appropriateness of using different techniques to promote change (Pollack & Pollack, 2015 ). Hughes ( 2007 ) thinks that practitioners and academics may have trouble communicating because they use different terms. Whereas academics use the terms, models, theories, and concepts, practitioners use tools and techniques. A tool is a stand-alone application, and a technique is an integrated approach (Dale & McQuater, 1998 ). Hughes ( 2007 ) expresses that classifying change management tools and techniques can help academics identify what practitioners do in the field and evaluate the effectiveness of practitioners’ implementations.

There is little empirical evidence that supports a preferred change management model (Hallencreutz & Turner, 2011 ). However, there are many similar strategies found across change management models (Raineri, 2011 ). Bamford and Forrester’s ( 2003 ) case study showed that “[change] managers in a company generally ignored the popular change literature” (p. 560). The authors followed Pettigrew’s ( 1987 ) suggestions that change managers should not use abstract theories; instead, they should relate change theories to the context of the change. Neves’ ( 2009 ) exploratory factor analysis of employees experiencing the implementation of a new performance appraisal system at a public university suggested that (a) change appropriateness (if the employee felt the change was beneficial to the organization) was positively related with affective commitment (how much the employee liked their job), and (b) affective commitment mediated the relationship between change appropriateness and individual change (how much the employee shifted to the new system). It is unlikely that there is a universal change management approach that works in all settings (Saka, 2003 ). Because change is chaotic, one specific model or framework may not be useful in multiple contexts (Buchanan & Boddy, 1992 ; Pettigrew & Whipp, 1991 ). This requires change managers to consider various approaches for different implementations (Pettigrew, 1987 ). Change managers may face uncertainties that cannot be addressed by a planned sequence of steps (Carnall, 2007 ; Pettigrew & Whipp, 1991 ). Different stakeholders within an organization may complete steps at different times (Pollack & Pollack, 2015 ). Although there may not be one perspective change management approach, many models and frameworks consist of similar change management strategies.

Anderson and Ackerman Anderson ( 2001 ) discuss the differences between change frameworks and change process models. They state that a change framework identifies topics that are relevant to the change and explains the procedures that organizations should acknowledge during the change. However, the framework does not provide details about how to accomplish the steps of the change or the sequence in which the change manager should perform the steps. Additionally, Anderson and Ackerman Anderson ( 2001 ) explain that change process models describe what actions are necessary to accomplish the change and the order in which to facilitate the actions. Whereas frameworks may identify variables or theories required to promote change, models focus on the specific processes that lead to change. Based on the literature, we define a change strategy as a process or action from a model or framework. Multiple models and frameworks contain similar strategies. Change managers use models and frameworks contextually; some change management strategies may be used across numerous models and frameworks.

The purpose of this article is to present a common set of change management strategies found across numerous models and frameworks and identify how frequently change management practitioners implement these common strategies in practice. We also compare current practice with models and frameworks from the literature. Some change management models and frameworks have been around for decades and others are more recent. This comparison may assist practitioners and theorists to consider different strategies that fall outside a specific model.

Common Strategies in the Change Management Literature

We examined highly-cited publications ( n  > 1000 citations) from the last 20 years, business websites, and university websites to select organizational change management models and frameworks. First, we searched two indexes—Google Scholar and Web of Science’s Social Science Citation Index. We used the following keywords in both indexes: “change management” OR “organizational change” OR “organizational development” AND (models or frameworks). Additionally, we used the same search terms in a Google search to identify models mentioned on university and business websites. This helped us identify change management models that had less presence in popular research. We only included models and frameworks from our search results that were mentioned on multiple websites. We reached saturation when multiple publications stopped identifying new models and frameworks.

After we identified the models and frameworks, we analyzed the original publications by the authors to identify observable strategies included in the models and frameworks. We coded the strategies by comparing new strategies with our previously coded strategies, and we combined similar strategies or created a new strategy. Our list of strategies was not exhaustive, but we included the most common strategies found in the publications. Finally, we omitted publications that did not provide details about the change management strategies. Although many of these publications were highly cited and identified change implementation processes or phases, the authors did not identify a specific strategy.

Table 1 shows the 16 models and frameworks that we analyzed and the 15 common strategies that we identified from this analysis. Ackerman-Anderson and Anderson ( 2001 ) believe that it is important for process models to consider organizational imperatives as well as human dynamics and needs. Therefore, the list of strategies considers organizational imperatives such as create a vision for the change that aligns with the organization’s mission and strategies regarding human dynamics and needs such as listen to employees’ concerns about the change. We have presented the strategies in order of how frequently the strategies appear in the models and frameworks. Table 1 only includes strategies found in at least six of the models or frameworks.

Strategies Used by Change Managers

We developed an online questionnaire to determine how frequently change managers used the strategies identified in our review of the literature. The Qualtrics-hosted survey consisted of 28 questions including sliding-scale, multiple-choice, and Likert-type items. Demographic questions focused on (a) how long the participant had been involved in the practice of change management, (b) how many change projects the participant had led, (c) the types of industries in which the participant led change implementations, (d) what percentage of job responsibilities involved working as a change manager and a project manager, and (e) where the participant learned to conduct change management. Twenty-one Likert-type items asked how often the participant used the strategies identified by our review of common change management models and frameworks. Participants could select never, sometimes, most of the time, and always. The Cronbach’s Alpha of the Likert-scale questions was 0.86.

The procedures for the questionnaire followed the steps suggested by Gall et al. ( 2003 ). The first steps were to define the research objectives, select the sample, and design the questionnaire format. The fourth step was to pretest the questionnaire. We conducted cognitive laboratory interviews by sending the questionnaire and interview questions to one person who was in the field of change management, one person who was in the field of performance improvement, and one person who was in the field of survey development (Fowler, 2014 ). We met with the reviewers through Zoom to evaluate the questionnaire by asking them to read the directions and each item for clarity. Then, reviewers were directed to point out mistakes or areas of confusion. Having multiple people review the survey instruments improved the reliability of the responses (Fowler, 2014 ).

We used purposeful sampling to distribute the online questionnaire throughout the following organizations: the Association for Talent Development (ATD), Change Management Institute (CMI), and the International Society for Performance Improvement (ISPI). We also launched a call for participation to department chairs of United States universities who had Instructional Systems Design graduate programs with a focus on Performance Improvement. We used snowball sampling to gain participants by requesting that the department chairs forward the questionnaire to practitioners who had led at least one organizational change.

Table 2 provides a summary of the characteristics of the 49 participants who completed the questionnaire. Most had over ten years of experience practicing change management ( n  = 37) and had completed over ten change projects ( n  = 32). The participants learned how to conduct change management on-the-job ( n  = 47), through books ( n  = 31), through academic journal articles ( n  = 22), and from college or university courses ( n  = 20). The participants had worked in 13 different industries.

Table 3 shows how frequently participants indicated that they used the change management strategies included on the questionnaire. Forty or more participants said they used the following strategies most often or always: (1) Asked members of senior leadership to support the change; (2) Listened to managers’ concerns about the change; (3) Aligned an intended change with an organization’s mission; (4) Listened to employees’ concerns about the change; (5) Aligned an intended change with an organization’s vision; (6) Created measurable short-term goals; (7) Asked managers for feedback to improve the change, and (8) Focused on organizational culture.

Table 4 identifies how frequently the strategies appeared in the models and frameworks and the rate at which practitioners indicated they used the strategies most often or always. The strategies found in the top 25% of both ( n  > 36 for practitioner use and n  > 11 in models and frameworks) focused on communication, including senior leadership and the employees in change decisions, aligning the change with the vision and mission of the organization, and focusing on organizational culture. Practitioners used several strategies more commonly than the literature suggested, especially concerning the topic of middle management. Practitioners focused on listening to middle managers’ concerns about the change, asking managers for feedback to improve the change, and ensuring that managers were trained to promote the change. Meanwhile, practitioners did not engage in the following strategies as often as the models and frameworks suggested that they should: provide all members of the organization with clear communication about the change, distinguish the differences between leadership and management, reward new behavior, and include employees in change decisions.

Common Strategies Used by Practitioners and Found in the Literature

The purpose of this article was to present a common set of change management strategies found across numerous models and frameworks and to identify how frequently change management practitioners implement these common strategies in practice. The five common change management strategies were the following: communicate about the change, involve stakeholders at all levels of the organization, focus on organizational culture, consider the organization’s mission and vision, and provide encouragement and incentives to change. Below we discuss our findings with an eye toward presenting a few key recommendations for change management.

Communicate About the Change

Communication is an umbrella term that can include messaging, networking, and negotiating (Buchanan & Boddy, 1992 ). Our findings revealed that communication is essential for change management. All the models and frameworks we examined suggested that change managers should provide members of the organization with clear communication about the change. It is interesting that approximately 33% of questionnaire respondents indicated that they sometimes, rather than always or most of the time, notified all members of the organization about the change. This may be the result of change managers communicating through organizational leaders. Instead of communicating directly with everyone in the organization, some participants may have used senior leadership, middle management, or subgroups to communicate the change. Messages sent to employees from leaders can effectively promote change. Regardless of who is responsible for communication, someone in the organization should explain why the change is happening (Connor et al., 2003 ; Doyle & Brady, 2018 ; Hiatt, 2006 ; Kotter, 2012 ) and provide clear communication throughout the entire change implementation (McKinsey & Company, 2008 ; Mento et al., 2002 ).

Involve Stakeholders at All Levels of the Organization

Our results indicate that change managers should involve senior leaders, managers, as well as employees during a change initiative. The items on the questionnaire were based on a review of common change management models and frameworks and many related to some form of stakeholder involvement. Of these strategies, over half were used often by 50% or more respondents. They focused on actions like gaining support from leaders, listening to and getting feedback from managers and employees, and adjusting strategies based on stakeholder input.

Whereas the models and frameworks often identified strategies regarding senior leadership and employees, it is interesting that questionnaire respondents indicated that they often implemented strategies involving middle management in a change implementation. This aligns with Bamford and Forrester’s ( 2003 ) research describing how middle managers are important communicators of change and provide an organization with the direction for the change. However, the participants did not develop managers into leaders as often as the literature proposed. Burnes and By ( 2012 ) expressed that leadership is essential to promote change and mention how the change management field has failed to focus on leadership as much as it should.

Focus on Organizational Culture

All but one of the models and frameworks we analyzed indicated that change managers should focus on changing the culture of an organization and more than 75% of questionnaire respondents revealed that they implemented this strategy always or most of the time. Organizational culture affects the acceptance of change. Changing the organizational culture can prevent employees from returning to the previous status quo (Bullock & Batten, 1985 ; Kotter, 2012 ; Mento et al., 2002 ). Some authors have different views on how to change an organization’s culture. For example, Burnes ( 2000 ) thinks that change managers should focus on employees who were resistant to the change while Hiatt ( 2006 ) suggests that change managers should replicate what strategies they used in the past to change the culture. Change managers require open support and commitment from managers to lead a culture change (Phillips, 2021 ).

In addition, Pless and Maak ( 2004 ) describe the importance of creating a culture of inclusion where diverse viewpoints help an organization reach its organizational objectives. Yet less than half of the participants indicated that they often focused on diversity, equity, and inclusion (DEI). Change managers should consider diverse viewpoints when implementing change, especially for organizations whose vision promotes a diverse and inclusive workforce.

Consider the Organization’s Mission and Vision

Several of the models and frameworks we examined mentioned that change managers should consider the mission and vision of the organization (Cummings & Worley, 1993 ; Hiatt, 2006 ; Kotter, 2012 ; Polk, 2011 ). Furthermore, aligning the change with the organization’s mission and vision were among the strategies most often implemented by participants. This was the second most common strategy both used by participants and found in the models and frameworks. A mission of an organization may include its beliefs, values, priorities, strengths, and desired public image (Cummings & Worley, 1993 ). Leaders are expected to adhere to a company’s values and mission (Strebel, 1996 ).

Provide Encouragement and Incentives to Change

Most of the change management models and frameworks suggested that organizations should reward new behavior, yet most respondents said they did not provide incentives to change. About 75% of participants did indicate that they frequently gave encouragement to employees about the change. The questionnaire may have confused participants by suggesting that they provide incentives before the change occurs. Additionally, respondents may have associated incentives with monetary compensation. Employee training can be considered an incentive, and many participants confirmed that they provided employees and managers with training. More information is needed to determine why the participants did not provide incentives and what the participants defined as rewards.

Future Conversations Between Practitioners and Researchers

Table 4 identified five strategies that practitioners used more often than the models and frameworks suggested and four strategies that were suggested more often by the models and frameworks than used by practitioners. One strategy that showed the largest difference was provided employees with incentives to implement the change. Although 81% of the selected models and frameworks suggested that practitioners should provide employees with incentives, only 25% of the practitioners identified that they provided incentives always and most of the time. Conversations between theorists and practitioners could determine if these differences occur because each group uses different terms (Hughes, 2007 ) or if practitioners just implement change differently than theorists suggest (Saka, 2003 ).

Additionally, conversations between theorists and practitioners may help promote improvements in the field of change management. For example, practitioners were split on how often they promoted DEI, and the selected models and frameworks did not focus on DEI in change implementations. Conversations between the two groups would help theorists understand what practitioners are doing to advance the field of change management. These conversations may encourage theorists to modify their models and frameworks to include modern approaches to change.

Limitations

The models and frameworks included in this systematic review were found through academic research and websites on the topic of change management. We did not include strategies contained on websites from change management organizations. Therefore, the identified strategies could skew towards approaches favored by theorists instead of practitioners. Additionally, we used specific publications to identify the strategies found in the models and frameworks. Any amendments to the cited models or frameworks found in future publications could not be included in this research.

We distributed this questionnaire in August 2020. Several participants mentioned that they were not currently conducting change management implementations because of global lockdowns due to the COVID-19 pandemic. Because it can take years to complete a change management implementation (Phillips, 2021 ), this research does not describe how COVID-19 altered the strategies used by the participants. Furthermore, participants were not provided with definitions of the strategies. Their interpretations of the strategies may differ from the definitions found in the academic literature.

Future Research

Future research should expand upon what strategies the practitioners use to determine (a) how the practitioners use the strategies, and (b) the reasons why practitioners use certain strategies. Participants identified several strategies that they did not use as often as the literature suggested (e.g., provide employees with incentives and adjust the change implementation because of reactions from employees). Future research should investigate why practitioners are not implementing these strategies often.

Additionally, the COVID-19 pandemic may have changed how practitioners implemented change management strategies. Future research should investigate if practitioners have added new strategies or changed the frequency in which they identified using the strategies found in this research.

Our aim was to identify a common set of change management strategies found across several models and frameworks and to identify how frequently change management practitioners implement these strategies in practice. While our findings relate to specific models, frameworks, and strategies, we caution readers to consider the environment and situation where the change will occur. Therefore, strategies should not be selected for implementation based on their inclusion in highly cited models and frameworks. Our study identified strategies found in the literature and used by change managers, but it does not predict that specific strategies are more likely to promote a successful organizational change. Although we have presented several strategies, we do not suggest combining these strategies to create a new framework. Instead, these strategies should be used to promote conversation between practitioners and theorists. Additionally, we do not suggest that one model or framework is superior to others because it contains more strategies currently used by practitioners. Evaluating the effectiveness of a model or framework by how many common strategies it contains gives an advantage to models and frameworks that contain the most strategies. Instead, this research identifies what practitioners are doing in the field to steer change management literature towards the strategies that are most used to promote change.

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Posted: August 30th, 2019

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Change Management Introduction Change is inevitable in the business sector. With technological advancements in the modern world, continuous striving for growth and development of businesses is essential, and various modifications have to be embraced. Change management is a structured approach to transitioning individuals, teams, and organizations from a current state to a desired future state to implement its vision and strategy. The change management process is essential in determining whether change implementation would be a success or a failure (Andrade, Albuquerque, and Teófilo, 2016). A proper understanding of the challenges in an organization is critical in choosing the change approach to be implemented. This paper outlines the problems in the Georges Hotel and the necessary changes that are required to solve them. The change management process for the case is also included. The Georges Hotel The Georges Hotel, situated along the palatial Mile in Chicago is a medium luxurious boutique hotel owned by two brothers running it as a family business. The hotel was founded in the 1960s, but the two brothers bought it in 1995, rebuilt it and renamed it to the Georges Hotel. The hotel has been in operation since 1998 and has profited the two brothers since then. The hotel is well known for its catering and hospitality services to a variety of clients in the region. It offers accommodation and valet parking services to its customers. Moreover, the Georges Hotel has a Garden Terrace Restaurant encompassed, which provides dining and room services and also full catering services for meetings, conferences, conventions, weddings, and other hotel activities (Gusdorf, 2013). The hotel has a minimum of one hundred and seventy-five employees among the different departments in the organization. The management, office support and sales and departmental heads total to about twenty employees. Seventy employees are assigned to provide services in the accommodation section, ten work on the front desk, eight work in the Valet Parking section, four employees in the Engineering and maintenance department, and thirty-five workers in the garden terrace restaurant. The hotel’s mission promises to provide exemplary service and memorable hotel experience to its guests. It also guarantees a superior working environment and continuous support for career satisfaction to its employees. Its vision is to provide open doors to the true spirit of a destination to guests and associates through authenticity and innovation (Gusdorf, 2013). Challenges in the Georges Hotel Although the hotel operated profitably since its commencement, various problems are imminent in its organizational structuring. Since the hotel is run as a family business, most of the employers are related to the senior managers either as friends or family. The criteria used in the recruitment of employees in the hotel is through referrals, where the senior managers and supervisors propose people, they think are suitable to work in the various departments in the hotel (Gusdorf, 2013). Nepotism has dominated the employee recruitment process in the hotel, and multiple effects of the criteria, such as absenteeism and indiscipline cases are reported. Also, employees in the hotel complained of being harassed by their supervisors, and some even file their complaints to the Equal Employee Opportunity Commission. The employee complaint procedure for the hotel is too weak that the privacy of the complainant if not guaranteed. The adversity of the harassment goes to the extent that supervisors fire employees for reporting complaints against them. Despite the hotels’ excellent reputation, it has a weak record keeping system. There is little employee accountability for their performance; they aren’t subjected to questioning and disciplinary action because they probably are related to some senior managers, who would always have their back (Gusdorf, 2013). There is a need to change the employee recruitment process at the Georges Hotel. Another approach of recruiting employee should be implemented to allow not only friends and families to work in the hotel but also people from other generations. Most of the referred employees are not talented to work in their assigned areas. They do not provide the expected quality output, and therefore, there is a need for change and recruit talented staff members. Also, the falling profits in the recent past provide the need to change the employee recruitment criteria. The approach to the training of managers and supervisors in dealing with their workers should also be changed because cases of resigning and reduced employee morale are often reported. Advancements in technology provide for the need to change the record keeping system in the hotel and improve the accountability of workers to their performance. Causes of the challenges The fact that the Georges Hotel is a family business is the root cause of the problem of employee recruitment in the organization. The dominance of nepotism in the process, in which the hired employees are either friends or relatives with the managers reduces the quality of services offered at the hotel. The reported reduction in profits in the recent past in the hotel is as a result of less commitment of the friends and family choice in employment. Most of the employees do not turn up for work, and if they do, it just for a few hours for their presence to be recognized when they leave to work on their activities (Gusdorf, 2013). Poor pieces of training to supervisors and managers on how to deal with their employees is also a cause to their purposed employee harassments. The fact about the close relations between the employees and the supervisors affects their relationship in the workforce. The supervisors tend to deal with their workers at a social level, rather than a formal level, a stand that is perceived in different ways by different people in the organization. The organization has not embraced the technological advancements in record keeping, and therefore, the reported poor record keeping system and reduced employee accountability (Gusdorf, 2013). Proposed changes for the hotel Nepotism in employee hiring should be halted and the vacancy advertisement criteria used in the process. When recruiting employees, the hotel management should provide for open application by members in the society, and reduce their dependence on friends and family for their workforce. Minimum requirements for job applications should be set, interviews conducted and the qualified personnel hired to the workforce. These changes would account for the involvement of talented members in the hotel staff, leading to improved quality of service provision (Hayes, 2014). Also, frequent workshops and training should be conducted among employees to improve their skills when relating in the formal setting. The supervisors and employees should be informed of their rights and duties in the hotel. Also, an efficient employee complaint process and a feedback mechanism should be implemented within the organization to facilitate the complaints process, and the raising of opinions to better the services provided by the facility. Lastly, technology should be embraced by keeping records of the organization (Hayes, 2014). The hotel should invest in appropriate technology, like the use of computers to document and backup their records. The plan to implement the changes The proposed changes can be incorporated into the hotel structural system through several steps. Firstly, the objectives of the need for the changes are to improve the employee recruitment process, reduction in the employee harassment cases in the hotel, and to improve the record keeping system in the hotel. Secondly, the need for implementing the changes is then presented to the management team, with relevant evidence why embracing the changes would benefit the hotel. Third, the change champions at every organizational level in the hotel should be identified to facilitate the change process (Lindberg, 2013). The team should be loyal and committed to ensuring the implementation of the proposed changes. Moreover, the vision of the results to be achieved by the purposed changes should be created and communicated to the change champions and the organization at large. The management and the working staff of the hotel should be convinced about the vision for the changes. Also, the obstacles that hinder the change process should be identified and adequate solutions provided. The constraints could be the need for more training or new skills in embracing technological changes (Lindberg, 2013). The workers should be trained on the use of appropriate computer software in keeping the hotels’ records. Furthermore, the target for the change process should be set, and the change team motivated to focus on achieving and implementing the proposed changes. The organization would then be subjected to the changes, and their advantages would be evaluated. The quality of services provided in the hotel should improve, and the cases of employee harassment should reduce. Accountability of the employees should be given priority with the advanced record keeping system (Andrade, Albuquerque, and Teófilo, 2016). Control mechanism to ensure an effective change management process Frequent evaluation of the successes and weaknesses of the implemented changes would be appropriate mechanisms to gauge the prosperity of the change management process. Audits should be conducted on the employee recruitment criteria, the documentation and record keeping system, and the feedback of the workers on how they relate with their supervisors in the hotel. Conduction of interviews when hiring staff members, improved interactions between supervisors and workers, and proper record keeping and efficient accountability of employees would mean the change management process is useful in the organization (Hayes, 2014). Conclusion The process of change is necessary for every business in modern society. Maximizing on the need for embracing modifications would improve the productivity and efficiency in the business sector, and therefore improving the profits made. In the change management process, it is essential to define the problems in an organization and outline the necessity of embracing changes in the sector. The appropriate adjustments should be processed and the necessary techniques to implement the changes followed. Also, evaluations should be done to determine the effectiveness of the changes in the organization. The research on the change management has positively impacted on my perspective on embracing change in the society. Through changes, we can recognize our full potential in offering services in society. Change is inevitable, and all business sectors should embrace it to maximize their profits and improve the economy.

References Andrade, P. R., Albuquerque, A. B., & Teófilo, W. (2016). Change Management: Implementation and Benefits of The Change Control in the Information Technology Environment. International Journal of Advanced Information Technology, 6(1), 23-33. doi:10.5121/ijait.2016.6102 Gusdorf, M. (2013). The Georges Hotel – Scenario D: Supervisors and Equal Employment Opportunity. Society for Human Resource Management. doi:10.4135/9781473956506 Hayes, J. (2014). Leading change: A process perspective. The Theory and Practice of Change Management, 22-42. doi:10.1007/978-1-137-28902-5_2 Lindberg, D. (2013). Change Management Tools for Systemic Results. Change Management: An International Journal, 12(3), 1-6. doi:10.18848/2327-798x/cgp/v12i03/50736

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