Today, I’m posting the results of a productive discussion held this week with the Canberra Community of Practice OCM, of which I am a member. We discussed what advice we would give someone to build his/her own organisational change management capability.
I’ve structured our advice in five groups:
– About You
– About Change Management
– About Your Organisation
– About Your Managers
– About Your Work
– About Failing
Please let us know what you think in the comments!
So. You have done your course, you know what practicing change management should look like, you might have even worked as a change manager on a few projects, and now you find yourself compiling meeting minutes. Or it seems your duties appear to include business analysis work, or you’ve perhaps suddenly been given responsibility for the department’s newsletters, or provisioning users for a new software system. Sound familiar?
Many change agents join the profession because of a genuine desire to assist people through change. It can be extremely fulfilling work. A group of people, empowered through effective change management, can be the difference between success and failure of an intiative. To know you have successfully shepherded such a change can be deeply rewarding.
However, there are many statistics that discuss the high proportion of failed projects, so our chances of success aren’t high to begin with. While poor change management is one reason projects fail, rarely are conditions optimal for a change agent to provide quality work in the first place.