C4CM™ is the only nationally recognised qualifications centre in Change Management.
Our qualifications are work based qualifications within the Qualifications Credit Framework. In particular they deliver the change components of the National Occupational Standards for Management and Leadership.
Designed for professionals in the business of organisational change, C4CM™ accredits a series of short modules in Managing Change. These can be taken as classroom based courses or as online guided learning.
A recent tutorial from Prosci identifies three critical areas of activity needed for change success. The model is both simple and elegant. However, it opens the question about where should change management professionals go for their support. The three areas are: project management; sponsorship; and change management. Not only does each activity have to work well, they have to work well together for change success. The schism between the three areas is becoming more evident as change failure continues, see how the model can help.
I am sure you are aware of the philosophical problem about a tree falling in a forest; if there is no one there to hear it, does it make a sound? Which amounts to the issue of if we don’t experience something then how do we know if it has happened. I propose the same thing applies to benefits arising from a change.
There are two basic ways to get people to do what you want: tell them and ask them. Actually, telling people is incredibly effective and works more often that you might expect. Tell is really the tool of the manager. I remember when I first became a manager (actually I received the badge of being a manager, it is not the same as doing management) the first question I had for my manager was: ‘how do I get people to do things?’ to which his simple answer was ‘just tell them’; it was my first lesson in effective communication! Unfortunately, a change manager is not a line manager so the tell option is not so effective and the ask option is much more likely to be used. How can a change manager ask people to change? The answer must be in the change manager’s ability to persuade people to change. Based on an article in the HBR by Robert Cialdini here are six Principles of Persuasion that can extend the persuasive powers of a change manager.
A comment piece in a recent edition of the economist looked at lessons that the rest of the world can take from the collaborative projects in Big Science. Big Science is things like the Large Hadron Collider at CERN at which the existence of the famous Higgs Particle was demonstrated to world wide interest.
The Economist author took away two interesting lessons from this article:
Postpone decisions until the latest possible time.
Challenge all assumptions and assertions — the only limitation is that imposed by fundamental physics.
Over the last couple of weeks we have been working hard to develop a questionnaire to help people identify their level of change maturity. That means writing incisive questions to identify behaviours typical of a particular maturity level which are not typical of another maturity level. This begs two questions: Click here to find out what we are thinking