How to Create a Knowledge Base for Change
Involving Key Stakeholders
by Libor Čadek, Milan Gazdik
The Real Reason for Resistance to Change
Implementing change in an organization is often associated with a natural human reaction to change: resistance. However, change itself is not the actual cause of resistance. Instead, people fear the uncertainty that is associated with change. So, let's rephrase the opening statement: People fear the uncertainty of change.
It is not uncommon for uncertainty to arise during change processes. But where does it come from and how can it be successfully managed? We believe that uncertainty arises when people lack knowledge and information. This uncertainty may be related to the change itself, the goal of the change, how the change will be implemented, or how the change will affect individual participants. One of the cornerstones of effectively managing change is educating people and continually adding to and refining a shared knowledge base.
When we ask how to reduce resistance to change, the answer is clear: by providing quality training for everyone involved in the change. Knowledge reduces the fear of the unknown.
In this article, we will focus on "change management", and specifically how to manage the knowledge of key stakeholders. The effectiveness of change management is greatly enhanced when change participants have established the necessary "knowledge base" according to their role and purpose.
Three main groups:
- The change sponsor: knows about the outcome of the change (i.e., knowledge of the vision)
- The change manager (project manager): has knowledge of the change management methodology (i.e., how to effectively achieve the desired outcome)
- The members of the change team: know the content and scope of the change (i.e., have expertise in the area in which the change is being implemented).
In our change programs, we often begin our work with the client by defining a broader plan - the change roadmap. One of the most important activities that will later influence the success of the change is the creation of a knowledge base or simply the training of all stakeholders.
The overall learning stream depicted on the roadmap is broken down into multiple phases by target group and timed to align the development of the participants as the change is implemented.
As we have already noted, resistance to change stems primarily from uncertainty on the part of the participants. This uncertainty then manifests itself in resistance or the expression of negative attitudes toward change. Uncertainty and fear, as we know, stem from lack of knowledge. Therefore, we seek to address these fears and the fears of individual change participants in our development programs.
What are the most important tips? We could undoubtedly give many examples. However, for this article, we have chosen three key stakeholders and their typical fears.
Owners or sponsors of change
They are often concerned about their ability to perform their role professionally, which is closely related to their ability to communicate their goals and vision.
Change managers
The most common concern is whether these leaders have the specific knowledge and skills they need to manage change methodically.
Participants in or implementers of change
These are typically experts and members of change teams. Their main concern is whether they will be properly equipped and able to appropriately contribute their expertise to the implementation of a particular change.
Finally, what can we recommend?
By following the two recommendations below, participants can further consolidate their development.
1) To increase the effectiveness of development programs, we suggest exploring the possibility of follow-up consultations, coaching and mentoring for participants in change processes.
In these consultations, we already address detailed questions directly from the practice of the individual participants. In this way, we directly link the topics covered in our trainings to concrete practical problems described by our participants. We believe this combination is the most effective and most greatly benefits all participants.
2) A “lessons learned” and evaluation system should be established after each change activity that is carried out.
By assessing the quality of the change process and its results, detailed insights can be gained into valuable and working approaches that contribute to achieving the change objectives. In addition, we focus on weaknesses, shortcomings, and possible recommendations for future generations. If the organization does not already have a system for recording and managing change lessons learned, we can help them establish one. This information adds to and expands the overall knowledge base, helping them to develop and sustain the organization in the long term.
To sum up: Successful change management involves addressing uncertainty by increasing knowledge. By providing quality training and establishing a shared knowledge base, resistance to change can be reduced. Key stakeholders, including change sponsors, managers, and participants, should be equipped with the necessary knowledge to effectively navigate the change process.