Page 32 - Service Delivery Review_Volume 14_Number 3_2022

KM CoP Case Studies

kind of change is required? Who is affected by the
There are several reasons for and benefits to instituting a change? Then you need to set up a Change
Change Management Strategy. It could help individuals to Management Team, required for training
go through particular changes, either personal or profes- change agents. The sponsorship model is key: Who
sional. Commonly, change management is mostly used to is the executive or senior manager within the
manage resistance (against a new project or change in gen- organisation invested in making sure that the
eral), increase the probability of success of the project, build project works and ensuring that change happens?
change competency in an organisation or drive better re- 2. Managing the change. People are at the core of this
phase. Awareness of the project that the change
supports must be created. However, awareness on
its own is not sufficient: ways must be found to
create the desire for
sustainable action. Similarly, the preceding steps
must be based on knowledge, ability, and continu
ous reinforcement through the various change
management plans (coaching and training plans).
3. If reinforcement in the phase is about making
sure messages are fully internalised by change
agents and stakeholders. The phase is about
monitoring and evaluation, about looking back at
the change management process and analysing
what you have gone through. Gaps in training or
pockets of resistance, for example, could be
identified as challenges requiring appropriate re
sponses. Finally, reinforcing change is also about
identifying, recognising, and celebrating
implementation successes.

turn on investment. In undertaking a Change Management
Strategy, one needs to be clear about what it is that needs
to be changed. At the time, we ourselves realised that peo-
ple did not know what KM was all about, for example. They
needed to know what had to change and the journey that
they had to make for this to happen. This is where Prosci’s
ADKAR change methodology, below, was invaluable:

A conceptually clear change management methodology
makes up one of the aspects of what is referred to as the
“Prosci Change Triangle”, or the Prosci PCT Model. The
model shows the relationships between leadership/spon-
sorship (securing support from the highest office of the or-
ganisation), Project Management and the Change Manage-
ment Strategy itself (In this case, institutionalising KM within
the organisation). A lot of people made the mistake of only
looking at the leadership and project management aspects
of the model, neglecting change management. The point is
that these ought to feed seamlessly into each other:

Phases of Change Management

The model is summarised in the form of three distinct
change management phases. These pull together all the el-
ements of the Change Management Strategy:

1. Preparing for change by defining your Change
Management Strategy. Here one looks at the
attributes of the organisation: How big is it? What

32 Volume 14 No.3 of 2022 | SERVICE DELIVERY REVIEW