What is OCM? Organizational Change Management Deep Dive
Summary
TLDROrganizational Change Management (OCM) is a critical tool for preparing individuals for change within an organization. It addresses the diverse reactions to change, from resistance to early adoption, by employing various strategies tailored to different personality types. The process involves a continuous cycle of discovery, planning, and creation, using tools like surveys, interviews, and focus groups to assess and influence change at individual, team, leadership, and organizational levels. The goal is to create a tailored approach that aligns with the organization's unique needs, ensuring a successful and sustainable transformation.
Takeaways
- đ§ **Organizational Change Management (OCM)** is a tool designed to prepare people for change and encourage buy-in to make the transition smoother.
- đ§ People's reactions to change typically fall into three categories: resistance, early adoption, and a wait-and-see approach.
- đ„ **Different Approaches Needed**: OCM strategies must address the needs of individuals, teams, leaders, and the organization as a whole.
- đ **Discovery Phase**: The initial step in OCM involves understanding the organization's culture, team dynamics, and individual attitudes towards change through surveys, interviews, and focus groups.
- đ **Prepare Phase**: Following discovery, a detailed plan is created, taking into account the organization's vision and the needs identified in the discovery phase.
- đ ïž **Creation Phase**: This phase involves the application of various OCM tools aimed at influencing individuals, teams, leadership, and the organization to embrace change.
- đą **Individual Focus**: Tools for individuals address the 'what's in it for me?' question, ensuring that change is perceived as beneficial.
- đ©âđŒ **Leadership Tools**: Focus on equipping leaders with the skills to lead change effectively, emphasizing the importance of leadership buy-in and influence.
- đ„ **Team Tools**: Emphasize the collective 'what can we achieve together?' by assessing team effectiveness and fostering a collaborative environment for change.
- đ **Organizational Tools**: Set a vision and strategy to answer 'what is possible?', inspiring the organization to dream big about the potential outcomes of the change.
- đ **Continuous Process**: The OCM process is iterative, with regular reassessments and adjustments to ensure the change initiative aligns with the organization's goals and progress.
- đ **Tailored Approach**: Public Knowledge's approach to OCM is customized to each organization's unique context, recognizing that one-size-fits-all solutions are not effective.
Q & A
What does OCM stand for and what is its purpose?
-OCM stands for Organizational Change Management. Its purpose is to prepare people for change, get them to buy into it, and become excited about the change to make the transition smoother.
How do people typically react to change according to the transcript?
-People generally fall into three categories when it comes to change: resistant, early adopters, and those who wait and see. Resistant individuals are against change, early adopters are eager to jump in, and the wait-and-see group takes time to adapt after observing the early adopters.
Why is it important to address each individual's awareness and need for change?
-Addressing each individual's awareness and need for change is crucial because without it, the organization's collective change process stalls, and you may end up with a few early adopters succeeding while the majority is left behind or resisting the change.
What are the different phases of the OCM process mentioned in the transcript?
-The different phases of the OCM process mentioned are Discovery, Prepare, and Create. Each phase involves specific activities such as assessing the organization, planning, and implementing change management tools.
What tools are commonly used during the Discovery phase of OCM?
-During the Discovery phase, common tools include surveys, interviews, and focus groups. These tools help assess what people know about the change, their excitement levels, and what could help them understand and adapt to the change better.
What is the main goal of the Prepare phase in OCM?
-The main goal of the Prepare phase is to create a specific, individualized plan for the organization's change based on the findings from the Discovery phase. This includes developing a master OCM plan with detailed instructions and timelines for the subsequent Create phase.
How does the Create phase of OCM influence individuals and teams?
-In the Create phase, OCM tools aim to influence individuals by answering 'what is it for me?' to show them the benefits of change. For teams, the focus is on 'what can we achieve together?', assessing team effectiveness, and using them as champions for the change.
What is the significance of having a continuous process in OCM?
-Having a continuous process in OCM is significant because it allows for reassessing and adjusting the change management strategy as needed. This adaptability ensures that the approach remains effective and aligned with the organization's unique needs and the progress of the change initiative.
Why is it necessary to tailor OCM tools to the specific organization and change project?
-OCM tools need to be tailored to the specific organization and change project because no two organizations or change projects are the same. Each has different people, goals, and outcomes, requiring a customized approach to be effective.
How does the transcript suggest maintaining focus on an organization's core mission during change?
-The transcript suggests maintaining focus on an organization's core mission during change by integrating OCM efforts into existing processes, minimizing additional workload, and ensuring that change management supports rather than distracts from the organization's primary objectives.
Outlines
đ Organizational Change Management (OCM) Overview
This paragraph introduces Organizational Change Management (OCM) as a tool designed to prepare individuals for change and encourage their buy-in. It outlines the three categories of people's reactions to change: resistors, early adopters, and the middle group who wait to see. The importance of addressing each individual's awareness, needs, and willingness to change is emphasized to ensure collective organizational change. The paragraph also discusses the OCM process, which includes discovery, preparation, and creation phases, each with specific tools and methods to assess and implement change effectively.
đ Discovery and Preparation Phases in OCM
The second paragraph delves into the discovery phase of OCM, where the organization's readiness for change is assessed through qualitative and quantitative tools like surveys, interviews, and focus groups. It highlights the need to understand the organization's composition regarding change readiness. The preparation phase is then described as the planning stage where a tailored OCM plan is developed, considering the organization's vision and needs identified in the discovery phase. The paragraph also mentions the creation phase, which involves using various OCM tools to influence individuals, teams, leadership, and the organization as a whole, ensuring that change is embraced at all levels.
đš Implementation and Continuous Assessment in OCM
The final paragraph focuses on the implementation of OCM tools during the creation phase, targeting different levels within the organization: individuals, teams, leadership, and the organization itself. It discusses the importance of understanding the 'why' behind change for individuals, leadership's role in driving change, and the collective potential of teams. The paragraph emphasizes the continuous nature of the OCM process, with regular reassessments and adjustments to the change management strategy based on benchmarks and the organization's response to change. It concludes by stressing the unique approach Public Knowledge takes with each client, tailoring OCM tools to suit the specific needs and context of the organization.
Mindmap
Keywords
đĄOrganizational Change Management (OCM)
đĄEarly Adopters
đĄResistance to Change
đĄChange Management Tools
đĄDiscovery Phase
đĄPrepare Phase
đĄCreate Phase
đĄStakeholders
đĄContinuous Process
đĄAdaptation
đĄCommunication Tools
Highlights
Organizational Change Management (OCM) is a tool used to prepare people for change and gain their buy-in.
People's reactions to change can be categorized into three types: resistant, early adopters, and wait-and-see.
Addressing each individual's awareness and need for change is crucial for collective organizational change.
OCM involves a continuous process of assessing and implementing change, starting with discovery.
The discovery phase involves understanding the organization's change readiness and individual types.
Qualitative and quantitative tools like surveys, interviews, and focus groups are used in the discovery phase.
The prepare phase is about planning and creating a tailored OCM plan for the organization's change.
The creation phase utilizes various OCM tools aimed at individuals, teams, leadership, and the organization.
Individual tools focus on answering 'What's in it for me?' to influence change acceptance.
Leadership tools aim to equip leaders with the skills to lead and influence change within the organization.
Team tools are designed to assess and enhance team effectiveness, which is key to successful change implementation.
Organizational tools set vision and strategy, dreaming about what's possible through the change project.
The OCM process is continuous, with reassessment and adjustments based on benchmarks and success measures.
Public Knowledge's approach to OCM is tailored to the unique needs of each organization and change project.
Communication tools and strategies are adapted to support teams and individuals without adding undue burden.
The ultimate goal of OCM is to ensure the change is the success the organization intended it to be.
Transcripts
[Music]
ocm
stands for organizational change
management and it's actually a tool
used to prepare people for change and
get them to buy
in and get more excited about the change
so that that change is easier
you actually have people fall into three
different categories when it comes to
change
some are very resistant they don't want
to change
they're going to wait until the last
possible minute to change
and they're going to fight you all along
the way i'm sure that you've worked with
many of those
and you have on the other extreme the
early adopters
that are like jumping in two feet first
probably before you're ready for them to
change
um the system's out there and they're
jumping in already using it
and then the ones in the middle that are
going to kind of wait and see see how
those early adopters go
they'll change at some point but it's
going to take some time
we actually have different methods for
addressing all different types of people
when it comes to ocm
and part of the process is getting each
individual bought in
so that collectively the organization
can change
until you address each individual and
their awareness and their need and their
want to change
nothing moves and you have people
fighting against you you may have a few
early adopters who are doing really good
with the change
but the majority of your organization is
left behind
and you have um quite a few of them
saying what the heck are we doing and
why are we doing this
and fighting you all along the way and a
large group that's just kind of waiting
to see
is this actually going to stick is this
a change that we're going to actually
follow through with this time is it
something i need and until you can prove
that to them
they're not going to make the shift so
we think about
ocm and change management as you have
all these squiggly lines all of this
work happening over here
on the left we come in we apply ocm
and then you have straight lines
straight to the end goal so it's a
matter of saying okay where are we now
and where do we need to go so if we go
with our theory of public knowledge that
you have to address every individual in
order to get them to change it sounds
really complicated
it sounds really hard it sounds like we
have to have a different approach for
every single individual
but that's not the case many ocm tools
will hit at many different types of
people and will hit very many different
types of needs
in the organization for that change so
we have a continuous process
of assessing and implementing
organizational change management
it starts with discovery and then it
goes to prepare
and then it goes to create and we have
different tools for each one
so in the discovery phase we are getting
to know your organization
getting to know your team getting to
know your staff getting to know
what types of change individuals you
have at your organization
like i said you're going to have all
three types but we want to know
do you have more of one type than
another a lot of organizations do
some are really adept and nimble and
change often and so they have a lot of
early adopters they tend to attract more
early adopters and some don't change
very often
they're very heavily regulated
potentially
stuck in a lot of different processes
and procedures everything's documented
you follow that and so you have a lot in
the other category of those that are
really resistant to that change
we're going to come in and do these this
discovery process where we're assessing
what people know about the change are
they excited about it are they not
what would help them understand the
change better and help them do their
jobs better
and we use different qualitative and
quantitative discovery tools
to do this so the most common ones are
surveys and interviews and focus groups
but we have a lot of other tools in our
toolbox for the discovery phase
after we finish the discovery phase we
move into the prepare phase
this is all about planning so this is
taking
all of the world and the research and
the methodologies around organizational
change management
and creating a specific individualized
plan
for your organization and for your
change and what we're doing in that
process is we're saying okay
what is your vision where are your needs
that we found out in the discovery phase
and then what
tools might we create and plan for that
would help address those needs and
prepare your organization
and your people for the change and so in
this phase at the end
we have a master ocm plan that has very
detailed
instructions and plans around the
timelines and the
tools that we'll be using in the
creation phase
in the creation phase we're using
everything in our toolbox that is a
tool of ocm in order to affect and
influence
the individuals your teams your
leadership and
ultimately your organization sometimes
we're also using tools to affect
stakeholders that are external to
the company because oftentimes these
change will affect other people
outside of our company as well as those
inside okay we have a lot of tools in
our creation toolbox
but they all hit at four different
levels so we have the individual
the teams and the leadership and the
organization
so for individuals and external
stakeholders both
we have tools that are aimed at
answering the question
which is what is it for me again our
theory is that individuals don't change
unless they understand the why behind it
and why it's going to be better for them
if it's not better for them why would
they make the change why would they
learn a new tool why would they
learn a new technology and so all of our
creation tools at the individual level
are aimed at the individual in
influencing and answering that question
for them
our tools for leadership are a little
different these tools are aimed at how
do i lead
change there's no way that a change is
going to be effective
at a company or an organization unless
the leaders are behind it
unless they're leading it unless they
are influencing the people at the
company to say this is what we need to
do
we need to do it now and building a case
for change
and so for leaders we're really looking
at how do you influence how do you have
good
team building skills how do you have
good leadership skills
how do you lead change within your
organization and we have creation tools
aimed
at answering that question for your
leaders our creation tools for teams are
a little different this is aiming at the
question of what can we
achieve together so oftentimes during
the discovery phase
we're assessing how effective your teams
are because without effective teams most
of your work is not going to get done
including your change so oftentimes
change efforts and ocm rely on teams
within your organization
that are working very effectively
together to
help be champions for the change and to
help get
get excited and celebrate the different
changes and the different milestones
within your change
and then the last area of ocm tools that
we have in our toolbox
are for the organization and for the
organization the question is
what can we achieve together what is
possible
and that's a really exciting question to
answer this is all about setting
vision and strategy and really dreaming
about what it is you're trying to affect
what it is you're trying to achieve and
what's the impact and the outcomes
that you want at the end of the day
through your change project whether
that's a technology or not
we want to say okay looking down the
road at the end of this process what do
we want to see in place
what's possible and really dream
envision that with your leadership
and your entire organization so that
everyone can get behind
what it is you're trying to get to this
process
of the discovery phase the planning
phase
and the creation phase is meant to be a
continuous one
so within every ocm project we are once
we get through all those three phases
going back to reassess the organization
we actually set benchmarks for our
change what do we how do we measure it
and how do we measure success
and then we look to see if we've
achieved that if we have
great we continue doing the same thing
we plan out for the next phase
and we use those same creation tools but
sometimes we get in and we realize this
isn't working for this organization the
people aren't behind it they're not
being influenced
by the tools that we're using and so
we'll readjust we'll move the needle
we'll
come up with a new plan for phase two
and then we'll find new creation tools
that will help your organization move
your change forward
this process is continuous that's why
it's set in a circle
and it can happen as many times as
needed if it's a short
term change we're probably only going
through that cycle once
maybe twice if it's a long term change
it can happen many times sometimes we
decide to reassess every six months or
every year
depending on the length of the project
is it two three five
ten years long the last thing i want to
say about public knowledge and our
approach to organizational change
management is that we know that no
no two organizations and no two change
projects are the same
ever they're always different they have
different people they have different
goals they have different outcomes
and so we don't come in and apply the
same plan
and the same ocm tools to every client
we really tailor and adapt our already
you know cultivated tools and tool sets
but we make sure that it's the ones that
work for you and your organization and
your teams
many people will come in in an ocm
project and say
these are the six things that we know
you can do and you will have success
we know from 30 plus years of ocm work
that's simply not true it's not that
simple people aren't
that simple organizations aren't that
simple and
change surely is not that simple so we
definitely have a process
and we have a lot of tools in our
toolbox but part of what makes us unique
is that we're adapting them to your
needs and your organization
what are the communication tools that
are going to help with your team
and your individuals the most what are
the different things that we can put
into your communications the different
messages
what's the frequency what meetings are
you already having that we can work
through so that we're not adding more
work
to your play and your team's plate
because we know in this day and age
everyone's busy everyone has a lot of
things on their plate and taking their
eye
off of their core mission and their core
vision is really hard for organizations
to do so we try to keep you focused on
that
and then we help support you from the
from behind crafting messages crafting
communications
helping to set up change guides and
change champions
and really assessing how that's going
and making sure
that your change is exactly the success
that you wanted it to be
you
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