Thank you for your question, the difference is this:
Often, when companies are going through changes, they bring in change managers to try and make the change as smooth as possible, which is ok, to a point. But 'real’ change management should be about working with the company to ensure the changes that are needed actually happen, within the time frame required. Designing for and bringing about change in a controlled way.
A simple example: Company X wants to introduce a new IT help desk tool, the support team are not happy, they fear for their jobs. So the 'consultant' change manager advises not to bring the change in yet, advising on prolongation and possible alternatives etc. (they side too much with those that must change). While the new wave, project management focused, change managers take the trouble to understand exactly why the change is required and make a serious risk analysis, focusing on building a plan to allow for a successful change with an ‘acceptable’ amount of dissent. i.e. the change manager in scenario two knows that the change will cause upset, but takes this into account and plans for it. He or she is not afraid to take on the challenge, and constantly looks for ways for how things can be done, rather than advise on how they can best be mitigated or avoided.
Often in life businesses need to make radical changes to ensure survival, and as long as the change manager focuses on why the changes are needed and finds creative ways to convince the stakeholders to accept the pain of change, based upon the simple fact that the net end result will be worth it, then they are doing their job.
A further comment: It is not often the change manager that decides why a change is needed; they are mostly there to ensure change happens in a professional and responsible way.
End note: A change can only last if the people that need to change, come on board and embrace it. But before this happens there is an inevitable cycle of denial, anger and submission that the people facing change need to go through. No one likes change when it is involuntarily brought upon them, and only a foolish change manager forgets or disrespects this axiom.
Submitted by Harley on Wed, 07/15/2009 - 19:15.
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Content subject to copyright, Harley Lovegrove 2011
Thank you for your question, the difference is this:
Often, when companies are going through changes, they bring in change managers to try and make the change as smooth as possible, which is ok, to a point. But 'real’ change management should be about working with the company to ensure the changes that are needed actually happen, within the time frame required. Designing for and bringing about change in a controlled way.
A simple example: Company X wants to introduce a new IT help desk tool, the support team are not happy, they fear for their jobs. So the 'consultant' change manager advises not to bring the change in yet, advising on prolongation and possible alternatives etc. (they side too much with those that must change). While the new wave, project management focused, change managers take the trouble to understand exactly why the change is required and make a serious risk analysis, focusing on building a plan to allow for a successful change with an ‘acceptable’ amount of dissent. i.e. the change manager in scenario two knows that the change will cause upset, but takes this into account and plans for it. He or she is not afraid to take on the challenge, and constantly looks for ways for how things can be done, rather than advise on how they can best be mitigated or avoided.
Often in life businesses need to make radical changes to ensure survival, and as long as the change manager focuses on why the changes are needed and finds creative ways to convince the stakeholders to accept the pain of change, based upon the simple fact that the net end result will be worth it, then they are doing their job.
A further comment: It is not often the change manager that decides why a change is needed; they are mostly there to ensure change happens in a professional and responsible way.
End note: A change can only last if the people that need to change, come on board and embrace it. But before this happens there is an inevitable cycle of denial, anger and submission that the people facing change need to go through. No one likes change when it is involuntarily brought upon them, and only a foolish change manager forgets or disrespects this axiom.