Change Management Library

Change management involves either

  • Communicating about change in such a way as to engage people in making it happen, or
  • Managing the resistance that occurs when that has not been achieved.

Those who embark on major change projects are often unaware of the importance of managing the change process through attraction and engagement, rather than coercion and resistance management; and if they do know about it, they may lack the skills to achieve it. Through experiential learning – using tailored business simulations – ProfitAbility can help create both a far more acute awareness of the issues to be managed, and help build the skills that enable managers to succeed.

When change is mandated from above, the manager’s challenge is to get their own group (department, office etc.) to adopt the change wholeheartedly, and make it a local success. When there is a need for change, but no specific mandate, their job is to find the opportunities for constructive change, engage their teams in making it happen, and facilitate the process. In both cases there is a need for problem identification and problem solving, process simplification, improved communications, and embedding new ways of working which usually mean a shift in culture and behaviour. To make this happen requires both competence in these skills, and confidence to use them.

We know from experience that change in groups of any size starts with changes in individual behaviour. Without that, even if a system has been changed, you simply have a repetition of the past behaviours, in a new context, and you fail to get the benefits that could be achieved. So at its base, change has to start with individuals. And few individuals know how to change their own behaviour systematically (witness the immediate failure of most “new year’s resolutions”), let alone how to lead others to change too.

At ProfitAbility we solve this problem by creating simulation environments in which participants gain an experience of personally led change that creates immediate, tangible benefits both for the organisation and the individual. Once a person has experienced being the cause of successful change, they know that it is possible, they know that they can do it themselves, and they know that it feels good. They are primed (and have the confidence) to take action in the real world, making their own job more effective and rewarding, and leading others to do the same. They feel, and are, empowered.

Because of the realism of the simulations we create, and their close mapping of the real working environment and roles of the participants, learners know that – what has worked in the simulation will work in real life, and feel confident to use the same techniques and processes that they tried in the simulation, to improve real work outcomes.

We also work on creating a growth mindset in learners relative to the challenges of change, showing participants how to establish new personal habits in any area of their activities, covering skills for managing change and improving communication both internally and with customers, and above all they leave with a strong personal motivation to make change happen successfully in their part of the business.

shadow
shadow shadow