PPM Change Management

Benjamin Disraeli is reputed to have said “What we anticipate seldom occurs and what we least expect generally happens”. In these unpredictable times those words may resonate with many of you.
In this bulletin we are focusing on Change Management. The one thing that is certain is that things are about to change for all of us, but how well prepared are you as an individual, as a team or as an organisation?
It is amazing how many organisations freeze in the face of change, many of our public sectors clients have just stopped functioning, not knowing how the cuts will affect them. This in turn is already putting private sector suppliers out of business as they have stopped spending money, Parity Training being a high profile recent example. The banks and lending institutions are arguably still frozen in the state they were 2 years ago.
There is an interesting change management theory that defines the stages individuals go through when faced with severe change, namely Shock, Anger, Depression, Acceptance, Hope. It’s often called the Valley of Despair or the Psychodynamic Curve and was defined by Kubler Ross.
Even worse, a guy called Maslow outlined a set of hierarchy of needs that all human beings work for. When peoples jobs are at risk they quickly move from ambitious and self attainment (one of the highest levels) to the most basic level, the need for security, the lack of which is very scary.
So what we can see at the moment, is many organisations frozen in shock and fear, teams do not have clear direction on how to react to the challenge, managers do not have the skills to handle the new circumstances and individuals go through an emotional turmoil as they try to come to terms to the new reality, or lack of it. Organisations are therefore now performing at far less efficiency than they were doing 6 months ago. Becoming competent at change takes practice, have a look at this article on change management maturity for an insight.
The one message that comes across consistently is that organisations always underestimate the cost and impact of change, whether it is by choice or not. Programmes and Projects often leave the true costs out of the business case as the numbers are too scary, which means that change isn’t really being planned for, which is why chaos ensues.
If we look at the evidence from P3M3 maturity assessments, every organisation we have looked at so far has been weak in the area of Benefits Management and many are weak in Resource Management. KPMG research a couple of years ago estimated that less that 20% of organisations deliver their benefits, which based on our statistics, may actually be a bit on the generous side.
The APM Group recently released an article on Change Management which we think may be of interest to you and introduces their contribution to the challenge with their qualification course which is currently proving very popular.
There is no silver bullet to solve this problem, but having well trained teams that are prepared and knowledgeable about the effects of change is a good starting point.
We offer the APM Group Change Management courses as well as a one day introductory event which may be of interest. Here are the details and if we can be of help please drop us a line at enquiries@aspireeurope.com

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