{"id":28889,"date":"2013-10-18T10:01:43","date_gmt":"2013-10-18T14:01:43","guid":{"rendered":"https:\/\/balancedscorecard.org\/staging\/?p=28889"},"modified":"2022-08-23T11:06:45","modified_gmt":"2022-08-23T15:06:45","slug":"the-trouble-with-change-management","status":"publish","type":"post","link":"https:\/\/balancedscorecard.org\/staging\/blog\/the-trouble-with-change-management\/","title":{"rendered":"The Trouble with \u201cChange Management\u201d"},"content":{"rendered":"

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A few years ago I was facilitating a post-merger integration process for an expanding publicly-traded utility company that had bought a smaller, rural utility in order to expand its territory. The parent company had a balanced scorecard, and we created an aligned scorecard for the smaller company.<\/p>\n

I was given a dedicated, full-time team of six people \u2013 a \u201cdiagonal slice\u201d of the organization including people from different functions and management levels; a dedicated work space with its own kitchen; and very strong executive sponsorship.\u00a0 It was an ideal project from that point of view.<\/p>\n

One day I wanted the group to talk about \u201cChange Management,\u201d and wrote that term up on the white board in our meeting area. Brian was one of the team members, and a former IBEW shop steward who was pretty critical about the way things were run.\u00a0 As he walked into the room, Brian said, \u201cThat\u2019s exactly what we need to do, Dan.\u00a0 Change the management!\u201d<\/p>\n

Brian had quite a point there. Too often, \u201cchange management\u201d means \u201cmanaging what employees think, say and do.\u201d\u00a0 Can we also interpret this term as \u201cchanging the way management thinks about change?\u201d When I first learned the term while working with a Big 4 consultancy in the early 90\u2019s, the approach to change management was top-down and essentially manipulative.\u00a0 Senior management, assisted by our brilliant consultants, developed new systems and re-engineered processes to work more efficiently, and \u201cchange management\u201d was a set of techniques designed to get the folks to go along with whatever had been decided.<\/p>\n

It\u2019s pretty clear that that approach doesn\u2019t work.\u00a0 Change cannot be \u201cmanaged\u201d like that.\u00a0 Hearts and minds are not so easily manipulated. Change can be led<\/em><\/strong> however.<\/p>\n

Effective change leaders don\u2019t \u201cmanage\u201d people, they engage<\/strong> them<\/em>.<\/p>\n

Engagement begins by creating a vision that is emotionally inspiring to employees, and inviting them to contribute their ideas about what the future should look like, how to get there, and how to measure success.\u00a0 Participation in the process is intrinsically motivating to people, who enjoy the feeling of \u201cknowing what\u2019s going on\u201d and contributing.<\/p>\n

The Institute Way<\/a><\/em>\u00a0provides a detailed approach for building engagement using four inter-related cross-functional teams:<\/p>\n

The strategic management team<\/em> \u2013 senior leaders who set strategic direction, provide resources and monitor progress.<\/p>\n

Strategic theme teams<\/em> \u2013cross-functional groups that flesh out key business strategies, or themes.<\/p>\n

Communications team<\/em> \u2013 to keep employees and key stakeholders informed<\/p>\n

Objective owner teams<\/em> \u2013 cross-functional groups that identify measures and initiatives to generate forward momentum<\/p>\n<\/div>\n

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\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t<\/div> A few years ago I was facilitating a post-merger integration process for an expanding publicly-traded utility company that had bought a smaller, rural utility in order to expand its territory. The parent company had a balanced scorecard, and we created an aligned scorecard for the smaller company. I was given a dedicated, full-time team […]<\/p>\n","protected":false},"author":3,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"","_et_gb_content_width":"","content-type":"","footnotes":"","_links_to":"","_links_to_target":""},"categories":[1],"tags":[25,23],"class_list":["post-28889","post","type-post","status-publish","format-standard","hentry","category-uncategorized","tag-strategic-planning","tag-strategy"],"yoast_head":"\nThe Trouble with \u201cChange Management\u201d - Balanced Scorecard Institute<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/balancedscorecard.org\/staging\/blog\/the-trouble-with-change-management\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"The Trouble with \u201cChange Management\u201d\" \/>\n<meta property=\"og:description\" content=\"A few years ago I was facilitating a post-merger integration process for an expanding publicly-traded utility company that had bought a smaller, rural utility in order to expand its territory. 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