Organizational change management

Organizational change management (OCM) is the systematic approach to transitioning individuals, teams, and organizations from a current state to a desired future state, managing the human side of change to achieve required business outcomes (Kotter J.P. 1996, p.21)^[1]. The company announces a new enterprise system. Technology gets installed. Six months later, people are still using workarounds and spreadsheets. The change failed—not because the technology didn't work, but because the human side wasn't managed. Organizational change management addresses this gap.

Research consistently shows that change initiatives fail at alarming rates. Estimates range from 60% to 70% failure to achieve stated objectives. The primary culprit isn't technical inadequacy but human resistance. People resist change they don't understand, weren't consulted about, or perceive as threatening. Effective change management anticipates and addresses these reactions, building the commitment and capability needed for change to succeed.

Foundations

Change management rests on key principles:

Change is about people

Human-centered. Organizational change ultimately requires individuals to change how they work. New processes, systems, and structures succeed only when people adopt them^[2].

Emotional dimension. Change triggers emotional responses—fear, anxiety, excitement, grief. Effective change management acknowledges and addresses these feelings.

Resistance is natural

Predictable response. People resist change for rational reasons: loss of competence, disrupted relationships, uncertain benefits, conflicting priorities.

Not the enemy. Resistance often contains useful information about problems with the change approach^[3].

Key models

Several frameworks guide change management:

Kotter's 8 steps

Sequential model. John Kotter's framework includes: establishing urgency, forming a guiding coalition, creating vision, communicating vision, empowering action, generating short-term wins, consolidating gains, and anchoring change in culture^[4].

ADKAR

Individual change. Prosci's model focuses on individual transition: Awareness of need, Desire to participate, Knowledge of how, Ability to implement, and Reinforcement to sustain.

Lewin's model

Three stages. Kurt Lewin's classic model: unfreeze (create readiness), change (implement), refreeze (stabilize).

Core activities

Change management involves specific practices:

Stakeholder analysis

Identifying affected parties. Who is affected by the change? How are they affected? What are their concerns and interests?^[5]

Influence mapping. Understanding who influences others and can accelerate or derail change.

Communication

Informing and engaging. Clear, consistent, honest communication about the change—what, why, how, and when.

Two-way dialogue. Not just broadcasting but listening, addressing questions, and incorporating feedback.

Training and support

Building capability. People need skills and knowledge to work differently^[6].

Ongoing support. Help desks, coaching, and resources during transition.

Reinforcement

Sustaining change. Recognition, incentives, and consequences that support new behaviors. Removing obstacles that make old ways easier.

Success factors

Research identifies what makes change succeed:

Executive sponsorship. Visible, active support from senior leaders.

Manager involvement. Middle managers translate change into practical terms for their teams.

Employee engagement. Involving those affected builds commitment^[7].

Clear vision. People need to understand where the organization is going and why.

Adequate resources. Time, money, and attention sufficient for the scope of change.

Types of change

Change varies in scope and approach:

Adaptive change. Incremental adjustments to existing processes and structures.

Transformational change. Fundamental shifts in strategy, structure, or culture^[8].

Planned change. Deliberate initiatives with defined objectives.

Emergent change. Change that arises organically from ongoing organizational activity.

Organizational change management — recommended articles

Change management — Organizational development — Strategic management — Leadership

References

• Kotter J.P. (1996), Leading Change, Harvard Business School Press.
• Prosci (2018), Best Practices in Change Management, 11th Edition.
• Hiatt J.M., Creasey T.J. (2012), Change Management: The People Side of Change, Prosci.
• Cameron E., Green M. (2020), Making Sense of Change Management, 5th Edition, Kogan Page.

Footnotes

1. ↑ Kotter J.P. (1996), Leading Change, p.21
2. ↑ Prosci (2018), Best Practices, pp.34-48
3. ↑ Cameron E., Green M. (2020), Making Sense of Change, pp.89-104
4. ↑ Kotter J.P. (1996), Leading Change, pp.35-158
5. ↑ Hiatt J.M., Creasey T.J. (2012), People Side of Change, pp.67-82
6. ↑ Prosci (2018), Best Practices, pp.156-172
7. ↑ Cameron E., Green M. (2020), Making Sense of Change, pp.178-192
8. ↑ Kotter J.P. (1996), Leading Change, pp.234-248

Author: Sławomir Wawak