Debunking Change Management Myths – Part II
Let’s continue our journey to understanding current change management myths and how to overcome them. In this second blog, we conclude our list and invite you to review these concepts with us. We hope you enjoy it!
Also read: Debunking change management myths – Part I
Myth #5: Change management can be reduced to Training and Communication
This is a common assumption among organizational leaders and some project managers. Change managers are partly to be blamed for this view of change management. Typically, they are unable to fully explain what change management is.
Alternative perspective: Change management is both a science and an art. As a science, it can be defined as a series of activities in a project plan that go well beyond training and communication. It includes readiness assessments, change agent networks, impacts assessments, facilitation, etc. As an art, change management is about being able to develop engaging relationships and bringing a different “lens” to the project to get people to buy in.
Myth #6: You need to a change management certification to practice change management
There are several change management certifications out there. Many professionals looking to enter the world of change management feel the need to add them to their resume to get their dream job.
Alternative perspective: While it is always good to have more education, a change management certification is only the first step. We recommend that you explore experiential ways to learn about change management (check out ExperienceChange!). Your focus should be, as much as possible, on practicing what you learn. Remember: Practice makes perfect.
Myth #7: The C-suite should be sponsoring every change
There is an idea out there that every project should be endorsed or sponsored by the person with the highest level in the organization. The assumption is that “If the CFO endorses the project, everyone will follow.”
Alternative perspective: While this is true in some cases, it is far from true in the majority that we have seen. Think, for example, of an organization where the CFO works at the North American head office and the employees impacted by the change are miners working in the north of Argentina. Chances are that the employees will not know who the CFO is and, even if the employees do know, it is unlikely that they would see the email messages sent by the CFO about the project. So… you are better off setting up a “sponsorship network” and cascading your messages throughout the organization.
Do you recognize any other myth regarding change management? Share them with us in the comments!