Pictures can be created in the mind. Sometimes I like to relate change experiences to something the audience can relate to and paint a picture in words. A frequently used reference point for me revolves around home decorating. ivermectin oral small k9

When you consider the need to get ready for change events we often consider the Pareto principle. That is 80/20 split. I would say that 80% of successful change management comes through good planning and only 20% relates to the activity of “going live” with the change – that moment of integration with the existing environment.

Now much like good preparation for decoration in your home a significant amount of time is given over to getting all the environmental needs in place here too. Scraping wallpaper, scrubbing walls, sanding details and generally cleaning out all the old and dated design elements in readiness for the new. The better you do this the more robust and lasting the new decor will be.

This is a good parallel with integration of change. The better you prepare for it the better the quality of the delivered display. erythematotelangiectatic rosacea treatment with ivermectin But if you cut corners and do a rush job then the more likely you will not get strong and lasting change. how much ivermectin can a chihuahua Much like decoration it will need rework faster and the cracks and problems will be more noticeable and deteriorate sooner.

So think about it in terms of decoration. If you want change to be of high quality and long lasting you have to put the preparatory effort in beforehand. The better. You prepare, the better the finish.

I was recently reminded of the number of graphics and particularly things like change curves, charts and other line or bar charts. Any discussion about change would not be complete without referencing the Kubler-Ross grief curve and Johari windows and when I was considering how I explain change management to people who ask, I always like to reflect in stories and pictures – it just seems to hold better with people.


If you are interested in knowing the background to Kubler-Ross I suggest you Google it, I am not going to take up a large chunk of this space but it’s well used to express the emotional energy experienced through a period of grief following a death or bereavement of some form. Actually, as I’m sure you already link, death or bereavement can equal loss which in turn can reflect a change – letting go of something that was and trying to take on something that is to be. I’ve slight modified the Kubler-Ross curve to reflect this.


As the change is established in the organization, different reactions occur – the same as the Kubler-Ross model. But I use this to reflect that the amount of energy expended on each reaction is reflective of the height on the curve and the transition from one reaction to the next is reflective of the move from change creation to full integration – from shock to commitment!

Johari Window

The other graphic I like to use is my own version of a Johari window. For those not so familiar with it, the Johari window comes from psychology and the willingness of people to understand what parts of their personality is accessible and open to others. hguhf h,k ghdk It is probably linked to my interest in Myers-Briggs typing that led me into looking more closely at this. دومينو اون لاين

If you replace personality with change then it works well as a descriptive model about the level of knowledge of that change within an organization. Consider that every stakeholder will sit somewhere on here and the challenge is enlarge the yellow coloured open sector, shrinking the blind and hidden blue shaded areas and thus shrink the unknown area. كيفيه لعب الطاوله In effect delivering knowledge about a change – and this relates to my favourite discussion on communications – when done successfully, will create more open zone content and less in the other zones.


What I personally find interesting here and I’ve tried to reflect it in my descriptors is how people sit in the “blind” and “hidden” change areas. When the change is known by the department, division or business managers but not the people within it, the “workers” are blind to it – they cannot see the change. If however the people that do the job are aware of a change, but have not passed on the information to departmental or project leaders, then they are keeping it hidden. Then of course the unknown quadrant occurs where nobody affected by the change knows about it! Which is where the hard work needs to take place!

I often use this Johari Change window to reflect the amount of communications needed. Those in the tope left corner need the least as they are better informed and those in the bottom right are in need of the most communication. There are multiple overlaps with stakeholder mapping and change impact analysis but it is a relatively simple for most people to understand.


Anyone who chats with me about change management and is aware of my career background should be well aware that I moved into Change Management from project management. In fact IT project management first and then more general business projects before my moment of enlightenment happened. العاب النت 2022

Well it wasn’t anything of biblical proportions but I was feeling frustrated that the projects I was working on were not considering the bigger picture and the needs of the business and the people working in it. Yes this was quite a few years ago and change management wasn’t perhaps as widely appreciated then. اين يلعب سواريز The project management ethos was all about fast and effective delivery of a product – the latest IT system or software for DYI project management or systems that change most frequently or if you were lucky pushing through a business process change. Anyway the case was made for change managers where I worked and I transitioned into that sphere and some would say never looked back. مجموعات اليورو 2023

However, that is not true. I do frequently look back and rely on my project management expertise with many change events and all the tips for executive assistants that I have. It’s great that I have that foundation there and know all the tips and tricks of being a good PM. It is interesting for me to reflect on developments in project management – new methodologies take root and tips and tricks come from other sources. There are many good resources out on the net for you to peruse – I like this list of project management tips from Villanova University and a quick Google will bring up a number of other articles but I do notice a shift in the styling and approach with people affects, learning needs and communications needs all appearing in these top ten lists of project management essentials. Interestingly these are all areas that I consider change management’s domain.

We need to remember that we use project management for the organization and planning tools of so many jobs, contracts or whatever tasks you may be working on. Think about the last change event you did, you probably had to plan and organize it and your project management skills came to the fore. No matter if your formally trained or just know how to structure activities through experience that knowledge stays with you.

But what of change management and its impact upon project management? Much like the learned models out there I agree with the tripartite set up of business, project and change management. Each depends upon the other and inevitably influences each other. I guess this is becoming more common as I look around and see change management roles being advertised and requests for advice coming from new projects being started up in many businesses. However thinking about those newer and very good quality articles on how to make the best of project management, much like the recommendations of this link I put above, it is now becoming evident that good project managers are needing to embrace change management skills and like the title of this blog post, I am pleased to see how change management affects project management now.

Thinking of all your standard questions, how, what and why is probably best followed by when. I’ve done recent posts about how to change (Kotter) what is involved (change symphony) and why to use change management. So this is all about when to change.

Kurt Lewin has one of the simplest change management models that you could want to understand. It has just 3 stages: Unfreeze, change, freeze (or sometimes referred to as refreeze). I love the simplicity of this model, and although there have been many more models since this was put out there in the 1950’s it still holds true as a description of the process of change.

Taking forward this model, the time to change is when you are ready to unfreeze. That is when you are in the position to begin changing things. How do you know when this occurs? Good question! In simple terms it is the point in time when all the drivers for change are in place and ready to go. can ivermectin be bought over the counter in malaysia

What does this mean in simple terms? If it’s an IT project then this is the time where the business is ready to integrate, roll out or put in place the software or hardware across the business units, divisions or company! If it’s a process change, this is when we say – here you go do it this way now, or maybe its when the new office is bought and the business is ready to move.

OK, so those are all a bit simplistic, and I am sure you are aware from reading my other pieces you will understand that there is more to do before you go to this stage, and that true! You need to prepare for change and a good change manager will most definitely work on the learning, communications and cultural aspects of the business and its people to get ready for this point in time. However, in most cases the change point will be determined by an operational or project manager! ivermectin tics However, that has nothing to do with the business being in a good shape to undergo change, that’s just a functional, operational or business driver to make things happen.

I’d like to turn things a little up on their head here! Let’s ignore projects and operational units, and examine cultural readiness and willingness to change. how to apply scaboma lotion on hair Well perhaps not today, but in the next part of the when of change!

Last year I did a short piece comparing change management to conducting an orchestra. I was fortunate to get some really positive and constructive feedback on this and really appreciated all the interest it generated. It was called Orchestral Symphonies in Change Management

Lately I have found myself using this analogy time and time again to describe what I do. I explain the work of the change management professional as the conductor of the orchestra and the light goes on with people. اللاعب روني But it got me thinking, is this because people don’t know what change management is, or is it because people have a preconceived idea of change management? تاريخ بايرن ميونخ

A quick straw poll in the office I work at gave me an indication. I asked the 10 guys n gals around me what they understand by change management. All of them thought it was some form of project management, and one person thought it was something to do with IT projects and controlling document change – I think that’s change control! But at least he’d thought a little before answering. So I explained that project management is a linear process and change management is more of a matrix. Explaining it as linking together education, communications, people, technology and environment elements of a change event, whether it is project related, process change or anything. Usually a bit of finance is thrown in for good measure too!

So, there’s a small glimmer of understanding showing here, but they are still not getting it! So the pitch now moves to people. I explain the need to invest in the people to get the buy in for change, make sure they are communicated to properly, trained and educated properly and the workspace and technology is all in place. That’s change management in a sentence! I now get a twinkle of understanding, head nods and smiles. But then, as I expect, the killer question comes back – surely I can’t do all of the communications, training, education, etc. etc.?

I now explain that it’s as much about facilitating change, through and with others as it is about making the change. Here it comes, I’m like the conductor of an orchestra, I know who to point to when and what to expect from each person, but I don’t play all the instruments myself, however I know what they all sound like and I know how they connect to produce great music.

“Aaaaaaahhhhhhhh!” the light goes on and there’s hope for change managers everywhere once again! موقع بي بال

It’s been a while since I’d refreshed my mind with the wonders of John Kotter and his 8 steps for managing change. Our Iceberg is Melting[1] is still one of my favourite change books and I recommend it as a great introduction to anyone about to undergo some change activity.
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