Change Management Funnel

This article explores a three-stage funnel visualization (Appendix A) that depicts the change management process from a high level and identifies key considerations that both leaders and individual contributors must understand, a critical point highlighted by Biech (2007) when discussing the complexities of change management goes beyond memorization of techniques for any given situation.

Theories

Undertaking an initiative is often based on specific beliefs and understandings. In change management, these paradigms align with theories, which are hypotheses that leaders use to predict outcomes, as highlighted by Biech (2017). Given the diversity of beliefs and perspectives, multiple theories exist. One such theory, systems theory, suggests that organizations are complex and continuously influenced by external factors, creating a constant need for change (Biech, 2017). This theory is particularly relevant in digital learning environments, where reliance on technology requires continuous adaptation, an issue made more complex with large organizations with various use cases for different permutations of the same technology. The rapid development of artificial intelligence (AI) has significantly impacted digital learning environments (DLEs) by enhancing access to and generation of information, which introduces risks such as misinformation and misuse. Leaders in DLEs must continuously evaluate AI’s impact, balancing its advantages and challenges through ongoing change management. Biech (2017) describes theories as the “top of the funnel,” meaning that an accepted theory drives all change management efforts. This theory subsequently informs strategies, which is the next step in the funnel.

Strategies

Strategies focus on implementing change, serving as a compass for guiding the change process. Biech (2017) highlights that change management is most successful when employing multiple methods. The four generally accepted strategies include:

• Facilitative: Emphasizes shared responsibility and active involvement from all stakeholders.
• Informational: Focuses on the dissemination of essential information needed to enact change.
• Attitudinal: Aims to foster a mindset shift and encourage behavioural changes that support desired change.
• Political: Creates a competitive environment to generate a desire or need for change.

Equipped with a theory to establish the need and expectations for change and a strategy to guide it, organization leaders must address the “how” of change management,  the process, and the techniques used to implement it, commonly referred to as the model.

Models

Numerous models exist for executing organizational change, each tailored to specific contexts and refined to meet unique situational needs. Given its reliance on manufacturing, my organization adopts Lean Six Sigma as its primary change management approach. This model combines the principles of Lean and Six Sigma to enhance operational efficiency by reducing waste through a five-step process: define, measure, analyze, improve and control (DMAIC), which provides an in-depth quantitative analysis output to measure success (Al-Haddad and Kotnour, 2015). Lean Six Sigma is an excellent model for increasing operation efficiency and developing courseware for digital learning environments that rely on complex processes to acquire and build training material.

Leaders and Communication

The success of change management is not solely dependent on identified theories, strategies, and models; instead, it is the managers, leaders, and individual contributors who ultimately determine whether a change initiative succeeds. To understand how change management can be successful, I interviewed two leaders within my organization: a front-line manager and a senior leader. They each discussed key initiatives related to enhancing processes within digital learning environments from their perspectives within the organization’s hierarchy.

The front-line manager emphasized that successful change management depends on bidirectional communication. Simply pushing information down to individual contributors is insufficient; effective change requires ongoing dialogue about the rationale and unintended consequences and to aid discovery. My colleague describes this process as addressing three issues: “known knowns, known unknowns, and unknown unknowns.” This communication facilitates discussions to uncover these issues and promotes proactive resistance mitigation across the organization.

The senior leader I interviewed emphasized that communication is at the core of successful change management but noted that change is both an art and a science. It requires strategic communication, thoughtful execution, and an adaptive mindset to navigate fear and uncertainty. For example, integrating AI into digital learning development teams can create job security concerns among developers. To mitigate resistance, organizations must clearly explain why AI is needed, the risks of not adopting it, and each individual’s role in an AI-driven future. However, resistance is not always about job loss; some may oppose AI due to concerns like its environmental impact. Identifying and resolving resistance to change helps position an organization for change readiness, which Weiner (2009) defines as psychological and behavioural preparedness for change, a critical component of a successful change management initiative.

Conclusion

Change management is complex, requiring various strategies and execution methods. While any single approach does not guarantee success, failure is likely without key attributes. Regardless of the approach, bidirectional communication that addresses those impacted’s needs, concerns, and fears is critical. A change management theory that aligns with the organizational context, combined with multiple strategies and a well-executed communication plan, significantly increases the likelihood of success.

Appendix A

References

Al-Haddad, S., & Kotnour, T. (2015). Integrating the organizational change literature: A model for successful change. Journal of Organizational Change Management, 28(2), 234-262. https://doi.org/10.1108/JOCM-11-2013-0215

Biech, E. (2007). Thriving through change: A leader’s practical guide to change mastery. Association for Talent Development.

Indeed Editorial Team. (n.d.). 40 change management quotes to inspire the entire team. Indeed. https://ca.indeed.com/career-advice/career-development/change-management-quotes

OpenAI. (2024). Kaizen event with teamwork, brainstorming, sticky notes, and vibrant collaboration. https://chat.openai.com/

Weiner, B. J. (2009). A theory of organizational readiness for change. Implementation Science, 4(67). https://doi.org/10.1186/1748-5908-4-67