In today’s rapidly evolving organizational landscape, mastering the art of change management is more crucial than ever. Complex environments like higher education and research institutions, which rely on new software and systems to keep pace with the speed of change, are particularly vulnerable to gaps in change management processes.
During our Connect Conference 2023, Ivonne Kalinski and Kathleen Halley-Octa of Attain Partners shared their perspectives on the multifaceted world of change management. In this post, we’ll recap their presentation on the psychological aspects of change, change management challenges specific to higher education, and practical strategies to navigate these changes effectively.
Change management defined
Prosci, a leading change management organization, has defined change management as the application of a structured process and set of tools for leading the people side of change to achieve a desired business outcome. This people-centric view shifts the focus from being solely about the organization to change at the individual level, considering each person’s journey through significant change.
The panelists also discussed the psychology behind change resistance, which can manifest as metathesiophobia, or fear of change. We all fear change to some degree, and this fear can be sparked by uncertainties and unknowns.
Prosci has developed a working model to create familiarity, sidestepping these obstacles to ease the transition through change. That framework is known as ADKAR:
- Awareness
- Desire
- Knowledge
- Ability
- Reinforcement
The ADKAR model serves as a roadmap for walking individuals through the change process by creating familiarity and a sense of security at every step.
The two levels of change
Ivonne and Kathleen highlighted a vital distinction between organizational and individual change. While organizational change focuses on institution-level shifts, individual change addresses each person’s adjustment process. Prosci’s ADKAR model can serve as a roadmap for individual journeys, from realizing the need for change to sustaining updated practices.
Academic institutions also have specific challenges in managing change. The complexity of hierarchical structures and the diverse missions of different departments can create a maze-like environment that is difficult to unify. Past negative experiences with change can also lead to skepticism and resistance among staff and faculty.
The concept of a “resistance zoo” was used to categorize common personality types that demonstrate resistance in organizational settings. These personalities include:
- Sloth: Hangs out and moves slowly
- Wolf: Can be loud and rallies their pack
- Ostrich: Puts their head in the sand
- Moose: Majorly grumpy and unpredictable
- Mule: Can be stubborn in their ways
- Owl: Wise and knowledgeable
- Beaver: Builds up dams
- Shark: Goes on attack
By identifying and understanding the different resistance patterns you might encounter, you’ll be better prepared to overcome them and provide each individual with tools that cater to their adaptation style.
A five-pronged approach to change management
Our panelists shared a comprehensive change management program consisting of five core components:
- Sponsor roadmap: Identifies key leaders and outlines their roles in the change process
- Coaching plan: Focuses on selecting and training coaches or influencers within the organization who can advocate for the change
- Resistance management plan: Offers strategies to identify and mitigate resistance to change
- Communication plan: Emphasizes the importance of effective communication in disseminating information and gathering feedback
- Training plan: Addresses the need for tailored training sessions to equip employees with the needed skills and knowledge
Communication and feedback are particularly important. Providing information is just the beginning; people are much more likely to adopt and engage with a new tool if their concerns and suggestions are heard. This approach ensures that the change management process is inclusive, considering the perspectives of all stakeholders.
Reinforcement is also critical in ensuring that changes are sustained over time, becoming a permanent part of the organization’s culture and objectives. Ongoing management strategies, celebrating successes, and continuously addressing any emerging issues will help reinforce the change and cement its long-term acceptance.
Conclusion
When implementing any organizational change, it is critical to consider the needs of the individual, mitigating fear of the unknown before it has an opportunity to take hold and prevent adoption. By focusing on the human element and employing considered change management strategies, research organizations can effectively navigate transitions to ensure project success and long-term organizational growth.
