Supporting Organizational Change

Projects are fundamentally about change—transforming the current state into a desired future state. However, delivering project outputs is only part of the challenge. For projects to truly succeed, the people affected by the change must adopt new ways of working. This section covers organizational change management (OCM) and how project managers support lasting transformation.

Why Organizational Change Management Matters

Despite decades of focus on change management, research consistently shows that 60-70% of organizational change efforts fail to deliver their intended outcomes. The primary reason? Organizations focus on the technical aspects of change while neglecting the human side.

Organizational change management (OCM) refers to the methods and strategies used to manage changes to people, processes, tools, and systems. It addresses the human elements that determine whether change truly takes hold.

The Relationship Between Projects and Change

Both disciplines are essential—projects without OCM deliver outputs that may never be used effectively.

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The ADKAR Model

ADKAR is one of the most widely used change management frameworks. Developed by Prosci, it provides a sequential model for individual change that project managers can apply to organizational transformation.

The Five Elements

Applying ADKAR

The elements must be addressed in sequence. A common mistake is jumping to training (Knowledge) before ensuring people understand why change is needed (Awareness) and are willing to participate (Desire).

Awareness

Building awareness requires:

• Clear communication of the business reasons for change
• Explanation of risks if the organization doesn't change
• Leadership alignment on the change narrative
• Addressing the question "why now?"

Desire

Creating desire involves:

• Helping individuals understand personal benefits
• Addressing concerns and fears
• Engaging influential leaders and change champions
• Building a compelling vision of the future state

Knowledge

Providing knowledge means:

• Training on new processes, systems, or behaviors
• Job aids and reference materials
• Mentoring and coaching support
• Practice opportunities in safe environments

Ability

Developing ability requires:

• Hands-on practice with new ways of working
• Time to build proficiency
• Ongoing coaching and feedback
• Removal of barriers to success

Reinforcement

Ensuring reinforcement involves:

• Recognition and rewards for adopting changes
• Accountability systems and metrics
• Ongoing communication of successes
• Addressing regression to old behaviors

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Organizational Culture Assessment

Organizational culture significantly affects how change is received. Project managers must understand the cultural context in which they're operating.

Culture Assessment Dimensions

Cultural Alignment

When project requirements conflict with organizational culture:

1. Recognize the friction early — Don't wait for problems to emerge
2. Engage cultural influencers — Work with those who shape norms
3. Adapt approach where possible — Align with cultural preferences
4. Address culture as a change target — Sometimes culture itself needs to shift
5. Communicate authentically — Acknowledge cultural challenges openly

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Change Adoption Strategies

Successful change adoption requires deliberate strategies tailored to the organization and change type.

Stakeholder Engagement

Communication Planning

Effective change communication:

• Starts early — Before the change begins
• Is consistent — Same message across channels
• Is frequent — Regular updates, not just announcements
• Is two-way — Allows questions and feedback
• Uses multiple channels — Meets people where they are
• Addresses WIIFM — "What's in it for me?"

Change Champion Networks

Change champions are influential individuals who:

• Model new behaviors
• Advocate for the change
• Support struggling colleagues
• Provide feedback to leadership
• Help sustain changes over time

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Managing Resistance

Resistance to change is natural—and often contains valuable information about implementation challenges.

Common Sources of Resistance

Resistance Response Strategies

When Resistance Persists

If resistance continues despite good-faith efforts:

1. Assess severity — Is this blocking progress?
2. Understand root cause — What's really driving resistance?
3. Escalate appropriately — Engage sponsors for difficult situations
4. Consider consequences — What are the options for non-adoption?
5. Document efforts — Record attempts to address concerns

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The Project Manager's Role in OCM

Key Responsibilities

Working with Sponsors

The project sponsor is critical for change success. Project managers should:

• Help sponsors understand their visible role
• Prepare sponsors for change communications
• Brief sponsors on resistance and concerns
• Request sponsor intervention when needed
• Keep sponsors informed of adoption progress

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Measuring Change Success

Adoption Metrics

Leading vs. Lagging Indicators

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Other Change Management Models

Kotter's 8-Step Model

1. Create urgency
2. Form a powerful coalition
3. Create a vision for change
4. Communicate the vision
5. Remove obstacles
6. Create short-term wins
7. Build on the change
8. Anchor changes in culture

McKinsey 7-S Model

Examines seven interconnected elements: Strategy, Structure, Systems, Shared Values, Style, Staff, and Skills.

Lewin's Change Model

• Unfreeze — Prepare for change
• Change — Implement new ways
• Refreeze — Stabilize the new state

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Key Takeaways

• Change is about people — Technical solutions require human adoption
• ADKAR provides structure — Sequential steps for individual change
• Culture shapes reception — Understand and work with organizational culture
• Resistance is information — It reveals concerns that may need addressing
• Sponsors are essential — Active sponsor engagement drives success
• Measurement enables improvement — Track adoption and adjust approach
• Change extends beyond projects — Sustainability requires ongoing attention