Sometimes I hear a frustrated comment: “You shouldn’t talk about Change Management. There is no such thing. Managing change is like managing everything else, just normal daily work of any Manager”.

But is there any difference?

The argument could be true with small and easy changes. You can communicate and follow them up as part of your weekly management routines. The likelihood of strong resistance is rather small.

When the complexity level of the change increases, it calls for a different approach. You should make a change plan to ensure a logical change path for each individual or target group.

If the change has substantial effect on people, there might be some resistance. The significance of the momentum increases now equally.

The primary purpose of the right momentum is to help people to cope with the change.

  • Communication. If change communication comes too early and nothing happens for a long time, people get anxious and frustrated. Nevertheless, communication comes usually far too late. People may feel that their opinions aren’t valued, not heard, or something is being hidden from them.
  • Resonance. You should reflect the situation continuously from the target individual’s perspective. You might notice that there is too much (or too little) time between different milestones or actions. That makes the change inconsistent and reduces the resonance over time.
  • Impact. Perfect timing increases the positive effectiveness of any event. If you are uncertain of the right timing, reflect it against the needs. What would be the desired atmosphere in a certain moment? How do you respond to these needs and concerns?

If you want to be successful in the change management, make sure you plan well ahead and stay on top of the momentum. Reflect the change plan both at the individual and the aggregate level.

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