Seventy-two percent of the participants in Prosci’s 2016 Best Practices in Change Management Study indicated they expected a slight or significant increase in the volume of change in their organizations over the next two years. With the increasing volume of change, many organizations are approaching the point of change saturation. Change saturation occurs when the number of changes being implemented exceeds the capacity of the individuals in an organization to effectively adopt and use those changes.
In 30 years of helping organizations develop the internal capability to successfully implement change, I’ve had the opportunity to train, coach, collaborate with and learn from hundreds of managers. Through those interactions, I’ve developed a deep appreciation for how important managers are to successfully implementing change in organizations. Organizations that are committed to developing the capability of their managers as change leaders are more likely to realize the benefits of the changes they are implementing.
Prosci’s latest research study, containing new data collected from change practitioners worldwide, will be released to the public this month. The study, which was conducted in 2015, contains analyzed data from 1022 participants and includes a new section on Culture and Change Management.
If you’ve led the implementation of changes in your organization, you will have experienced resistance to change in some shape or form. Here are some of the ways I’ve heard leaders describe that experience:
If you are the change lead for a project, it’s critical that you believe in the change yourself. What should you do if the change you are leading is not the best change for the organization? The prerequisites for the successful implementation of a change are: