Change Management Glossary
Think of this as your go-to dictionary of change management terms. Here we outline in detail all you need to know so you don’t get lost with that Jargon.
Please feel free to come back to this whenever you need to recap on any change management term.
Change Management
The structured approach to transitioning individuals, teams, and organisations from a current state to a desired future state. It involves preparing, supporting, and helping people adopt change to drive organisational success and outcomes. Read why change mangement is important: https://www.beechange.co.uk/blog/importanceofchangemanagement
Change Strategy/ Change Management Plan
The overall approach and plan for implementing the change. A change strategy includes goals, timelines, resources, and methodologies to guide the change process effectively.
Change Adoption
The process by which stakeholders accept and integrate the change into their daily routines. Adoption is a critical measure of the success of a change initiative.
People Return on Investment
A metric that measures the value gained from investments in people, such as training and development, relative to the cost of those investments. In change management, PROI focuses on the benefits realized from enhancing the skills, engagement, and productivity of employees during and after the change initiative.
Understanding these terms is essential for anyone involved in change management. By familiarising yourself with this glossary, you’ll be better equipped to navigate the complexities of change and drive successful outcomes for your organisation. Read how people & project return on investment are linked: https://www.beechange.co.uk/blog/maximising-project-success-through-people-return-on-investment
Stakeholders
Individuals or groups who are affected by or have an interest in the change. This includes employees, managers, customers, suppliers, and shareholders. Understanding stakeholder perspectives and addressing their concerns is crucial for successful change management.
Change Champion
Change champions are people within an organisation who are responsible for driving change and leading transformation. They are individuals who have the knowledge, skills, and experience to help guide and advise the organisation in its efforts to adapt to a changing environment. Change champions are often seen as a bridge between the organisation and the external stakeholders, such as customers, suppliers, and regulators. They are the ones who make sure that the organisation is taking the right steps at the right time to remain competitive and successful. Change champions must be able to identify the right strategies to implement, develop an understanding of the organisation’s culture and how to best influence it, and lead by example. They must also be able to recognize and manage resistance to change and be able to explain the benefits of the proposed changes to the organisation. Change champions are vital to the success of any organisation’s transformation efforts and should be chosen with care.
Change Influencer
Change influencers are people who have the power to influence others to adopt new ideas and behaviours. They can be authority figures such as leaders and experts, or everyday individuals that have the capacity to shape others’ thinking. Change influencers can help to create a positive culture of change, by leading by example and promoting new ideas and practices. They can also provide inspiration and motivation for others to follow their lead. Change influencers are important in any organisation or business as they can help to create a shift in attitudes, behaviours and mindsets, ultimately leading to improved performance and productivity. Change influencers can also help to create an environment of new possibilities, by encouraging others to think outside of the box and challenge the status quo. Ultimately, change influencers are invaluable in helping organisations to achieve their goals and ambitions.
Change Agent
A change agent is an individual or group of individuals who work to bring about positive change in an organisation or system. They are often tasked with helping to identify areas of improvement and developing strategies to implement those improvements. Change agents often use their knowledge and skills to assist with organisational development, organisational change, and organisational learning. Change agents may work in a variety of roles, including in the areas of training, consulting, coaching, project management, and research. Change agents can also be community activists or members of an organisation's workforce who are focused on bringing about positive change. Change agents often have a passion for their work and a commitment to making a difference. They have a clear understanding of the needs of their organisation and can identify areas where improvement is possible. Change agents are creative problem solvers who can think outside of the box and come up with unique solutions. They also have strong interpersonal skills and are excellent communicators, able to effectively convey their ideas to stakeholders and team members. Change agents are often highly motivated and driven to make a difference and can be a powerful force for positive change.
Social Network Analysis
Social network analysis (SNA) is a method of studying relationships and connections between people, organisations, and other entities. It is a way of understanding how the world is connected and how information, power, and resources are shared. It can be used to analyze how people interact with each other, how they form relationships, and how information flows through a system. SNA can also be used to identify influential people in a network, find clusters or communities, and measure the strength of relationships. By understanding the structure of a network, SNA can provide insights into how to best influence or target people within a network. SNA can help identify key influencers, uncover hidden relationships, and identify patterns of communication. It can also help organisations better understand their customers and improve customer service. SNA is a powerful tool that can help organisations gain insights into their networks, make better decisions, and optimize their operations. Find out more here: https://youtu.be/Dq8hHHhefsk?feature=shared
Change Control
Change control is a process used to manage and monitor changes to a system or product. It involves identifying changes, assessing the impact of the changes, authorizing the changes, and tracking the changes to ensure they are implemented correctly. Change control is often used in software development and IT operations to ensure any changes made to the system are properly managed and meet the organisation's requirements. It is also used to ensure changes are properly documented, tested, and approved before they can be implemented. Change control helps reduce the risk of errors, downtime, and other potential problems associated with changes to a system. It also helps to ensure that changes are in line with organisational standards, policies, and procedures. Change control is an important element of any system or product development or maintenance process and helps to ensure changes are made in a controlled and secure manner.
Change Readiness (Organisational Readiness)
Change readiness is the ability of an organisation, team, or individual to recognize, embrace, and effectively respond to change. It is the ability to recognize when a change is necessary, develop a plan and strategy to make the change, and adjust to the new environment. Change readiness is essential to an organisation's success because it prepares employees to respond to changes in the market, technology, or customer demands. Having a change-ready mindset helps employees to be more agile, flexible, and adaptive in their approach to new challenges. Change readiness also requires an organisation to understand the implications of the change and have a plan to ensure that the change is implemented effectively and without disruption. Change readiness is a key component to an organisation’s ability to remain competitive in an ever-changing environment.
Change Curve
The change curve is a model used to describe the stages of transition people go through when dealing with change. It is sometimes called the transition curve or the Kubler-Ross Change Curve. It was developed by Elisabeth Kubler-Ross and describes five distinct stages of transition: shock, denial, anger, exploration, and acceptance. Shock is a feeling of disbelief or numbness that first occurs when faced with a sudden or unexpected change. Denial is a refusal to accept the change and is often accompanied by feelings of confusion and insecurity. Anger is an emotional response to the change and is often expressed as frustration and resentment. Exploration is a period of experimentation and learning, as the individual begins to understand and accept the change. Finally, acceptance is the point at which the individual fully integrates the change into their life and is comfortable with their new reality. The change curve is a useful tool to help individuals and groups manage change effectively and transition through the stages of change successfully. https://youtu.be/etjlpjbpF1E?feature=shared
Resistance to Change
The Resistance to Change is a natural phenomenon that occurs whenever a person or organisation is presented with a new idea or situation, which conflicts with their existing beliefs, values, or habits. It is the result of a person’s psychological and emotional responses to the unfamiliar or unexpected. People who experience resistance to change often have difficulty accepting the idea of change, and may feel overwhelmed, frustrated, and even threatened by it. Resistance to change can be seen as a form of cognitive dissonance, where the existing beliefs, values, and habits are in conflict with the new idea. Resistance to change can also be a result of a lack of perceived control, confusion, or fear of the unknown. Ultimately, the Resistance to Change is a result of our natural instinct to protect and preserve the status quo. It is important to recognize and be aware of the Resistance to Change in order to successfully manage change within an organisation.
Communication Plan
A strategic approach to communicating change-related information to stakeholders. A communication plan outlines what information will be shared, with whom, how, and when to ensure transparency and build trust.
Training Plan
A component of the change management plan that addresses the learning needs of stakeholders. The training plan includes the objectives, content, delivery methods, and timelines for training activities to ensure stakeholders have the skills and knowledge required for the change.
Stakeholder Analysis
Stakeholder Analysis is a process used to identify, analyze and assess the importance of key stakeholders in a project. It helps to identify who the stakeholders are, what their interests are, how they are likely to respond to the project, and how their interests can be best managed. It is an important part of the project planning process and helps to ensure that the project is successful. The first step of Stakeholder Analysis is to identify the stakeholders; these could be the project team, customers, suppliers, government, local communities, and any other groups or individuals who are affected by the project. Once identified, the next step is to assess their level of involvement, interests and potential impact on the project. This should include an assessment of their needs, expectations, and potential contributions. The third step is to analyze the stakeholders’ needs and interests by studying their background and history, understanding their goals, and assessing their resources. This helps to determine how the project can best meet their needs and how the project’s outcome will affect them. Finally, the last step is to develop a plan to manage the stakeholders’ interests and expectations. Find out more: https://youtu.be/8LduuIy24YM?feature=shared
Impact Analysis
Impact analysis is a process used to evaluate the potential consequences of an action or event. It is used to help organisations make decisions and anticipate any potential risks or opportunities associated with the action or event. Impact analysis involves identifying the stakeholders affected by the decision, understanding the potential impacts of the decision on those stakeholders and the environment, and assessing the likely outcomes of the decision. Impact analysis helps organisations to anticipate and prepare for potential issues that may arise and to identify potential opportunities that may arise as a result of the action or event. By conducting an impact analysis, organisations can make more informed decisions and better manage the potential risks and benefits associated with their actions.
Change Management Metrics
Key performance indicators (KPIs) used to measure the effectiveness of change management activities. Common metrics include stakeholder engagement levels, adoption rates, and the achievement of change objectives.
Transition Plan
A transition plan is a document that outlines how a change in business operations or an organisational change will be implemented. It includes a timeline of activities and tasks, as well as a list of resources needed to complete the transition. The transition plan should provide clear direction and communication to all parties involved in the transition, and should be tailored to the needs of the organisation. It should also outline a strategy for addressing any potential risks associated with the transition. The plan should be regularly monitored and updated as needed to ensure successful transition. In addition, the transition plan should include steps for evaluating the success of the transition, and for ensuring that any lessons learned are incorporated into future transition plans.
Want to learn more about change management?
Understand Why You Need Change Management In Your Projects.
Join our online course today
Free Code: WSFREEF4
