change management
change management

Change Management

(DCh-AIN-juh MAN-adge-munt)

gas-like elements

GAS-LIKE

What is Change Management?

Change management is a strategy that considers the reasons for the barriers and paths to individual and/or organizational change to ensure the highest potential for transformation.

Other Common Names

Other common names for change management include:

  • People Management
noun barrier 3372114

Key Properties

Change management is characterized by:

  • A structured process
  • A design with the intention to make adjustments sustainable

Insights from Brian Washburn That May LEad to Change

Whats Your Formula book
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CLOSELY RELATED ELEMENTS

supervisor supportSupervisor Support

This is covered in much more detail in chapter 3, but there is a significant body of research that points to the fact that if you want someone to apply what they’ve learned in a training program, their supervisor will be the most important factor. Identifying ways to engage the supervisor, whether you’re providing goal-setting resources or just communicating what’s possible from the training program, is essential if you want the program to have a chance to bring sustainable change.

measuring for effectivenessMeasuring for Effectiveness

Finding ways to assess the program’s effectiveness is the most tangible way to measure for impact and behavior change. This begins with identifying baseline data against which post-training data can be compared.

follow upFollow-up

While supervisor support is crucial, so is direct follow up with learners. Every change model includes a step related to maintaining the momentum that can be established through small victories. Your learners may be extremely motivated to apply new knowledge or skills when they’re in the moment of learning, but follow up, once they return to their regular workflow, will be an important contributor to long-term behavior change.

levels of evaluationLevels of Evaluation

Having a variety of data points can help identify the efficacy of a change initiative at any given point in time. Knowing how many people participated in a session, what their reaction to the program was, how much they may have learned, whether they’ve been able to apply anything to their job, what the impact has been, and whether there has been any measurable return on the investment are all pieces of information that can be examined for a more complete picture of whether and to what degree a change has taken place.

learning objectivesLearning Objectives Taxonomy

If you want to change specific behaviors, that should be documented from the beginning of the design process. The learning objectives that are chosen and the activities connected to them will be all you have to steer your learners in the right direction.

instructional designInstructional Design

If change is the ultimate goal, then the need for that change should be assessed from the beginning and strategies to support it—such as baseline data, program evaluation, goal setting, making the case for change during the instruction, supervisor support, and follow up—need to be part of the overall program design.

dataData

Whether qualitative or quantitative, measurement determines the need for change and whether it has taken place.

goal settingGoal Setting

It’s one thing to want to change; it’s a whole other thing to have a specific idea of what needs to change. Offering learners an opportunity to reflect and identify where they may have knowledge or skills gaps, and what and how they can apply following the training program is important. Preparing something for them to discuss with their supervisor as part of their goals is even more important.

Books on Change Management