Address
304 North Cardinal St.
Dorchester Center, MA 02124
Work Hours
Monday to Friday: 7AM - 7PM
Weekend: 10AM - 5PM
The Change Playbook is dedicated to developing, aggregating, presenting, and educating about actionable tactics that achieve the change management objectives and make change stick.
It results from years of practical experience with many organizations; from studying and practicing sales, marketing, and psychology, and other social sciences.
Our basis is like the main change management methodologies. People need to be communicated with and engaged. Understanding is best developed through the traditional 5Ws: Who, What, When, Where, and Why—and of course, eventually, How. (Each method has a version: we like the focus of Prosci’s ADKAR.)
But we also know people don’t always do the right thing—what we want them to do—no matter how often, long, and well we engage them. They do things because they’re persuaded to do them. We also know that sometimes: to change, people need to be changed.
People generally change with difficulty and anxiety, usually under duress or threat, and only sometimes for gain. Usually, people change to avoid immediate pain, and they backslide if discomfort can be deferred or if gain is too far in the future (even “next month”). They always need help and support, for a long time, because change is hard (mental) work.
Change Management is young and evolving. New ways replace the old: sometimes cycling in and out of fashion. What we keep seeing are variations of change management sins that happen with or without communication, training, sponsorship, standard procedures and tools, and so forth. A few such sins:
Change management is nothing if not effectively overcoming resistance to change. Whether individual or political (i.e., turf-based), potential or actual, and especially metastasizing resistance, action to remove these impediments to success must be the focus of change management and change leaders. Otherwise change management’s value is merely orchestrating (training and communication) experts and encouraging project leaders to do their jobs. That’s little more than good project management.
Does executing prescribed procedures and completing checklists achieve this goal? Let’s put it this way: It can’t hurt, and it just might help.
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