December 2002 FAQ

Q: What role should true Change Management consultants play?  

A: We should start with definitions of Change Management. The term Change Management now has many meanings on the street. An organization looking to successfully manage their next change in operations might do well to understand the differences in how Change Management is applied: 

• Token Change Management – The token approach is characterized by a high level of effort focused on any technical aspect of the change (e.g., installing a new tool or implementing a new IT system) with little time or energy devoted to the “people” who will need to accommodate the change. Token CM assumes that the people will figure out the change over time. We consider this a very high-risk change approach.
• Change Management Lite – The lite approach has a high level of energy and effort focused on communication about the change to the involved organization members and providing in-depth training on the tool or systems that are part of the change. We consider this an equally high-risk change approach.
• Comprehensive Change Management – This approach focuses on all aspects of the required change, including communication (group and individual), work process alterations, tool implementations, and changes to the performance management system that touches all effected organization members (role alteration, contracting for the new role, work process training, and adjustments to the evaluation/reward system). This approach, used by the Holland & Davis, has a very high success rate in major organizational changes.

Change Management consultants’ proper role is to guide clients toward Comprehensive Change Management … and then to insist that the client do the key parts of Change Management themselves. The consultants can help or hurt depending on the role they take. Consultants can properly help a line manager prepare his/her communication to the troops about an upcoming change, but the consultant dare not deliver the change message.  

As we say in our business, we can teach a client to fish and we can be a fishing guide who goes along on the fishing expedition, but we clearly are not the ones to do the fishing … that must be left up to the managers in the company that desires change.

By: Dutch Holland, Ph.D.

Dutch Holland, CEO of HDI, has worked as a management consultant for 30 years, helping organizations and leaders manage and implement change successfully. And if you enjoyed this short article, you'll love his new book, Red Zone Management: Changing the Rules for Pivotal Times (Dearborn Trade, Chicago, Fall 2001). Check your local bookstores or read a review at amazon.com or barnesandnoble.com! Contact Dutch at dholland@hdinc.com.

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