A successful change management model integrates sound process improvement theory with guiding people through the challenges of change
Change is inherent in any change management model. There is the fun and intriguing side of change: identifying challenges in current processes, discovering new methods to vastly improve processes, earning early wins, and seeing huge gains over time.
Then there is the hard part of change, the “people” side of the coin. Although we all know that change is a part of life, of development, of positive growth, it can still feel like a risk to commit to change; a loss in giving up old ways — even those that are stale and valueless.
A sound change management model integrates both the “science” of improving processes with the “art” of helping people manage change.
PGS Process Improvement: A change management model that integrates process and guidance
At Professional Growth Systems, we have a four-phase system in Process Improvement, our change management model.
Process Improvement begins with clearly defining the process to be improved or changed. Although this may sound rather simplistic, clear identification of the beginning and end point of the process is critical. It guides the selection of the project team, the identification of the appropriate process measures of the current process, and the determination of new process targets.
Next, the current process is thoroughly mapped out, so that “rubs” or problems can be readily identified and the current process performance measured. Again, the attention to detail in this phase may seem a bit unwarranted. After all, the process is about to be changed. We have found, however, that without attention to detail here, real improvements are impossible to measure and all rubs are rarely handled.
In the third phase the real creativity begins to flow. This phase entails capturing the multitude of good ideas that team members working the current process can bring to the table. The new process is fully flowed with attention given to eliminating rubs, identifying opportunities for early wins and detailing the new measures to be taken.
Finally, in phase 4, the new process is ready to be “road-tested” and rolled out. Managing the people, the critical element of the change process, is integrated here. Without paying attention to the challenges that are involved in the changes that people face — even when the change is positive — efforts to improve processes can be slowed, sabotaged, or killed altogether. We have found that this four-phase change-management model consistently delivers a fifty percent or better improvement on the current processes. Your staff is motivated and the change sticks.
Interested in learning more about the change management model described?
If the PGS change management model sounds intriguing to you, we suggest several means of finding out more:
- Learn about the tools used in change management. Tools like process mapping, brainstorming and transition training.
- Learn more details about the theories behind change management, including quality improvement and reengineering.
- See how the PGS Process Improvement model has worked in other organizations.
Want to see if the change management model fits your organization?
Call (877) 276-4414, and ask for a free consultation.