PEOPLE centred Change Management – Co-Creating New Realities

As an accredited Prosci© Change practitioner, Sav applies Prosci© Change Management principles and methodologies of focusing on the PEOPLE side of change. She utilises her experience, training and knowledge of Neuroscience and the Enneagram to support leaders and their employees within all levels of an organization to thrive and survive during change.

Change Management

Change Management Services

Why Change Management?

A great solution and a well managed project are not enough to ensure success. Managing the PEOPLE side of change is key to meeting objectives.

When Change Management is done well, people feel engaged in the change process and work collectively towards a common objective, realizing benefits and delivering results.

  • Change Management is the process, tools and techniques to lead and manage the PEOPLE side of change to achieve the required desired business outcome.

  • Change Management is an approach to transitioning individuals, teams, and organizations to a desired future state. It incorporates the organizational tools that can be utilized to help individuals make successful personal transitions resulting in the adoption and realization of change.

  • Change Management is a systematic approach to dealing with change, both from the perspective of an organization and on the individual level.

Change Management
  • Employees have a solid understanding of why change is happening.
  • Employees engage in both the solution and the change.
  • Training is used to build knowledge after employees have made the personal decision to support the change.
  • Resistance is identified and dealt with early in the process.
  • Senior leaders demonstrate their own and the organization’s commitment to the change.
  • Communications are segmented and customized for different audiences, answering the questions that they care about.
  • Momentum is built throughout different areas and levels within the organization.
  • Changes are less painful to the organization and to the employees.
  • A coalition of support among senior leaders and managers creates momentum throughout the organization.
  • Probability of meeting project objectives is increased.
  • The organization begins to build a history of successful change, creating a better ‘backdrop’ for the next change initiative.
  • Productivity declines as people become more consumed with the change being introduced.
  • Passive resistance festers.
  • Active resistance emerges and sabotages the change.
  • Valued employees leave the organization, a very costly proposition in terms of the lost contribution and the cost to replace them.
  • Employees become disinterested in the current state and the future state.
  • Employees begin arguing about change and the direction of the company.
  • People are left to wonder why the change is happening.
  • More people begin taking sick days or not showing up for work.
  • People find work-arounds to avoid implementing the new way of doing things.
  • Employees revert back to the old way of doing things.
  • Changes are not fully implemented.
  • Changes are scrapped and cancelled due to the lack of support throughout the organization.
  • Divides are created in the organization between ‘us’ and ‘them’.
  • The organization builds a history of failed and painful changes.
  • Many types of risk are created – risk to the project, to the organization, to the employees involved and to the individuals supporting or chartering the change