from "how high?" to "why?"

The evolution from the traditional values of control, predictability and consistency - values that made change relatively simple to implement - to the new values focused on accountability, ownership and empowerment has made the implementation of top-down business change more difficult. 

...These... employees now question and resist new change initiatives. The response of the employee has shifted from "yes, sir" to "why are we doing that?" If your employees have embraced some or all of these new values, change management is not an option for successful change, it is a requirement. 

Jeffrey M. Hiatt & Timothy J. Creasey

Change Management: The People Side of Change, by Jeffrey M. Hiatt & Timothy J. Creasey Prosci Inc. 2012. P.26,27

lacking sponsorship

While the criteria and roles for a sponsor may seem straightforward, many projects today struggle because they lack sponsorship for their change. In some cases executive sponsors authorize the change (sign the check) and kick off the project, and then disappear. They abdicate the role of sponsorship to a mid-level manager or consultant. 

Jeffrey M. Hiatt & Timothy J. Creasey

Change Management: The People Side of Change, by Jeffrey M. Hiatt & Timothy J. Creasey Prosci Inc. 2012. P.24

apply change management early

We must, at some point, ask the question: How much resistance might we avoid if we would apply change management early and effectively? In the example with the ERP implementation case study, rather than simply designing a "great" solution to the manufacturing and inventory structure and beginning implementation, a proactive change management program could have been put in place to engage and support employees through the transition. Rather than waiting for resistance to happen, or being taken by surprise when key employees resisted the change, the leadership and project team could have assumed that resistance to change is normal and natural. If they had started with this as a basic presumption of change, then their actions and planning could have prevented the project failure and unfortunate consequence to the customer.

Jeffrey M. Hiatt & Timothy J. Creasey

Change Management: The People Side of Change, by Jeffrey M. Hiatt & Timothy J. Creasey Prosci Inc. 2012. P.22

two preferred senders of change messages

Based on Prosci's change management research report with 650 participants, employees prefer two primary senders of change messages. Not surprisingly, they also prefer specific message content from each of these senders. Immediate supervisors are the preferred senders of messages related to personal impact including:

• How does this impact me? 
• How does this impact our group?
• How will this change my day-to-day responsibilities?

When it comes to personal issues, receivers want to hear from someone they know and work with regularly, namely their supervisor. 

CROs or executive leaders are the preferred senders of messages related to business issues and opportunities including: 

• What are the business reasons for this change?
• How does this change align with our vision and strategy? 
• What are the risks if we do not change?

When it comes to business issues and why the change is needed, receivers want to hear from the person in charge. 

Jeffrey M. Hiatt & Timothy J. Creasey

Change Management: The People Side of Change, by Jeffrey M. Hiatt & Timothy J. Creasey Prosci Inc. 2012. P.18, 19

measure the success of change management

We measure the success of change management by measuring the degree to which the objectives of the change are realized.

Jeffrey M. Hiatt & Timothy J. Creasey

Change Management: The People Side of Change, by Jeffrey M. Hiatt & Timothy J. Creasey Prosci Inc. 2012. P.11