Project Manager

There’s a fatal flaw in most project management methodologies: change management activities happen way too late to be effective, writes Catherine Smithson.

“Engagement is needed right from the start of the change, to ensure change is driven by executives and managers.”

Catherine Smithson gazes into her crystal ball to see what might be in store for change management in 2012:

“We will … rediscover the skills of diagnosing, designing and delivering facilitation that helps people make a transition.”

There seems to be a rule that the more complex the change, the less effort is spent on the people who will be adopting the change in their jobs, blogs Catherine Smithson.

When was the last time you heard an employee say: “Awesome! Head office has decreed we all need to do [insert function] their way!”

I call managers the squashed tomatoes of change. Senior executives expect them to drive change and do it fast. Team members expect their manager to cushion them from change and have all the answers on how it’s going to work for them personally.

Research in neuroscience now reveals that our brains are designed to seek a balanced state. Safety and security are primary needs and the brain is at its best when relaxed, with just enough arousal to perform well, without too much stress.

The increased volume, pace and complexity of change has produced a new profession: the Change Manager. Catherine Smithson blogs on what project managers should expect of a change manager and how change managers can enhance their work.

Has anyone, anywhere, ever heard a team member or manager ask for more change? No? I didn’t think so! The phrases I hear most often are:

“Why are we changing? Things are OK the way they are.”
“This is change for change’s sake.”
“We are changing too much, too fast.”