The value of a formal change management strategy in support of big-time company-wide changes is widely recognized.

But even when a change is far less tectonic than the sale of an organization or the launch of a new technology platform, many elements of organizational change management can be helpful. As even minor changes create potential for confusion, resistance and lost productivity, they should also enjoy the benefit of OCM.

Here are some elements of change management to consider for even less-than-major change.

Stakeholder & Impact Analysis

Even minor transitions can be managed more effectively if there’s a good understanding in advance of who is likely to be affected and in what ways.

Although lengthy workshops might not be necessary to ferret out all pockets of impact of a low-level change, some informal impact analysis should be considered. One-off interviews with select subject matter experts could do the trick early on, with follow-up conversations over a broader audience later to validate or update the analysis as the change draws closer.  

Strategically Planned Communications

Effective and meaningful outbound communication often sparks feedback and additional communication, so its value is monumental, even in support of smaller-scale changes.

At all times, and especially for changes that aren’t supported by full-scale OCM, communication that’s straightforward, timely, honest and easy to digest is best for ushering in change.

This may seem to go without saying, but it could represent a big step for organizations that are used to bloated messages that could seem designed to avoid specifics.  

Powerful budget-friendly communications include Q&A documents, before-and-after tables, podcasts and mini town halls, all of which can be packaged effectively on an intranet site and promoted with links.

End User Training

Other than communication, this is the most critical element for supporting change, even on a small scale. One of the most assuring messages about impending change is that those who will be working differently will be adequately trained in advance of go-live and will have a place to go for help when needed.

You’ll want to have enough training lined up to be able to credibly deliver that assurance.

Although training budgets for small-scale changes may not allow for dedicated training consultants or high-end instructional videos, project teams that plan ahead can cover a lot of ground with lower-cost tools. We’ve enjoyed success with detailed PowerPoint slides and Word documents, as well as video software like Screencast-O-Matic.

The effectiveness of economy training skyrockets when knowledgeable trainers are involved and when questions are anticipated, addressed and effectively communicated.  

Sponsorship Engagement

Signaling the support of the key business leaders involved in a small-scale transition is as important – and can be as easy – as it is for a massive organizational change.  

Important messages about change deliver much more impact when they’re voiced consistently by the sponsors. Such messages include the reasons for the change, the company’s commitment to it and the lack of support for workarounds.

Coaching

No matter what change may be afoot, big or small, there will be a tendency to resist it. So supervisors, change agents and others with opportunities to talk about what’s changing need to be prepared to speak to it with conviction in order to minimize resistance and maximize support.

Dan Pecchia is a change management and corporate communications consultant. He can be reached at dan@pecchiacomm.com.

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