Pratica di Shadowing: What is Change Management? [2025] - Impara a parlare inglese con YouTube
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What is the first feeling that comes to mind when I mention the word change?
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What is the first feeling that comes to mind when I mention the word change?
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It may trigger anxiety and memories of badly handled initiatives that left people disappointed, unhappy and frustrated.
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But it doesn't have to be this way.
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There are a few principles and models that underpin any successful change journey.
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I'm going to tell you the story of NASA to show you how these principles and models work in practice.
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Imagine it's 2003 and you're working at NASA.
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Earlier that year, space shuttle Columbia crashed,
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killing all seven crew members.
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The Columbia Accident Investigation Board,
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which was investigating the accident,
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just delivered a damning verdict.
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They said that NASA was not a learning organization because it had failed to learn from past mistakes,
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which caused the accident.
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The challenge was clear.
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NASA had to transform from an organization that repeated its mistakes to one that learned from them,
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prioritized safety and continuously improved its practices.
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NASA had to change.
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And believe me, everyone at NASA was on board to make that happen.
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Over time, NASA transformed from an organization where errors were repeated and safety was compromised into one that embraced continuous improvement,
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adopted a safety-first culture and truly embodied the essence of a learning organization.
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NASA did not simply change,
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it became a resilient organization that constantly adapted, learned and evolved.
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This is a great story of change management, Tom Wright.
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My name is Erich van Volpen and in this HR Deep Dive you'll learn all about change management.
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What it is, why change often fails,
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you'll learn about the psychology of change,
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the difference between planned and unplanned change,
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and you'll learn about three change management models
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that will help you be more successful in understanding change and in implementing change initiatives in your organization.
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But before we get started,
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remember to smash that like button,
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subscribe and activate the notification bell.
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Let's dive in.
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Change management is like a roadmap that helps a business adapt to new situations.
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Whether it's changing how people need to work,
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the technology that people work with,
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or even the deeply held beliefs and behaviors in the organization.
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For NASA, it was a shift from a know-it-all organization to a learn-it-all organization.
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That change was not only about values,
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but also about processes and technologies,
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because in a learn-it-all organization,
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there will be a lot of experimentation,
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sharing of new learnings, continuous feedback,
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more collaboration between departments, and so on.
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That's why we call change management a systemic approach.
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It impacts the entire system of the organization,
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and successful change is about aligning the right levers across the organization to work together towards a new future state.
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This is what is referred to as transformation.
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Especially today, a lot of organizations are in the midst of transformation,
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Whether this is due to new technologies such as AI,
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expanding into new markets, growing the business digitally,
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or launching a new product,
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all these initiatives require the organization to be able to change.
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In fact, the easier it is for organizations to change,
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the better they will be able to serve the ever-changing needs of their customers.
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Successful change management is therefore key in being successful and sustainable as an organization.
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Change is not easy.
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Did you know that about 70% of change projects fail?
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On top of that, 38% of change projects are over budget and 55% are not delivered on time.
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This happens because change is hard and often misunderstood.
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There's a thousand reasons why people struggle to change.
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We are creatures of habit and building new habits takes time and conscious effort.
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Change requires constant communication and feedback mechanisms to check if people really understand the message.
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And you need to give a very good reason to change in the first place.
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Otherwise, it simply won't happen.
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Let's take a look at the psychology of change to better
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understand how individual people change before we look at models of organizational change.
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Change is often met with resistance,
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not because people are inherently averse to change,
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but because it often triggers deeply rooted fears and insecurities.
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People are hardwired to seek safety and stability.
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People tend to focus on what they might lose rather than on what they will gain.
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This is a strong human tendency known as loss aversion.
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And it is why people like to stick with what's familiar,
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even when change could actually improve their situation.
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People also want to avoid risk.
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The fact is that the uncertainty of change feels risky,
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making change even more difficult.
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A useful model to understand the psychology of change is the Kubler-Ross change curve.
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Change is divided into different stages,
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starting with denial, followed by frustration and depression,
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where change is met with anger and fear,
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before people accept the change and start to experiment with the change.
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As they get more comfortable with the change,
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they commit to it and integrate it into their day-to-day lives.
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People need to go through all four phases when undergoing change
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and will react differently depending on the phase that they are currently in.
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This model also helps you understand how to manage change from an organizational perspective.
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For each phase, people have different needs.
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When in denial, you want to communicate and inform.
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When people start to resist the change,
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you want to watch, listen and support.
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Once folks start to accept change and explore the new state,
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you need to give them time to explore
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and test before celebrating their success as they move on to the new normal and integrate the change into their day-to-day activities.
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By understanding the change curve we better understand the psychology of change and we can better predict and address resistance to change.
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Individual responses to change vary and are influenced by personality,
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past experiences, perceived impact and available support.
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So managing change means understanding these factors and creating an environment that involves people into the process by addressing their fears,
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providing support and communicating the benefits of change.
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This people-focused approach will increase the odds of successful transformation.
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Let's take a look at two more change management models and see what we can learn from them about managing change.
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Perhaps the best known change model is the Kurt Lewin model.
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Lewin's model has three stages, unfreeze, change and refreeze.
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Just like ice requires energy to unfreeze and then refreeze,
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Lewin's model assumes that change requires a force to disrupt the status quo.
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The unfreeze stage involves challenging and overcoming existing mindsets and attitudes.
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It's all about preparing the organization or the individual for the upcoming change.
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The change stage is where the actual transformation happens.
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New behaviors, practices and processes are introduced and adopted.
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The final refree stage is all about solidifying the new changes and ensuring they become the new norm.
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This stage is called institutionalization and is crucial for success and to prevent falling back into the old ways.
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Lewin's model highlights that change isn't a quick fix, but a systematic process.
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However, the drawback of the model is that it simplifies a very complex process.
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It's practically impossible to fit our multi-year NASA change process into this simple model.
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And this model does not take into account that things do not always go according to plan either.
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Before we go to the second change management model,
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If you're still watching, you're interested in organizational development and change management.
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So do me a favor and subscribe to our channel.
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Kotter's 8-step change model is more complex than Lewin's model.
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Kotter's model is used by many organizations around the world and for most HR professionals,
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this is the first change model that you'll learn about.
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Understanding the model will help you implement change in your organization or even in your own personal life.
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Kotter proposed that for any change to happen,
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we first need to establish a sense of urgency,
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which is needed to get people moving.
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This is called the burning platform for change.
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In our NASA case study, this was very clear.
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There was a horrible accident that was caused by a lack of learning in the organization organization.
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Next, you build a large coalition to support the change.
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People often don't like changing their routines,
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so you need supporters to push change through.
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Next, you'll develop a long-term vision for change,
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communicate the vision, and remove any obstacles in the way of change.
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Part of the approach is planning for short-term wins.
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These short-term wins will lift people's spirits up and help change stick by reinforcing the right behaviors.
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Finally, and just like in Lewin's model,
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change needs to be embedded into the organization,
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and this is often where recognition and reward plays a key role.
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Kotter's model is a whole lot more complex,
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so it better represents the complexity of change.
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However, there's a problem with Kotter's model as well.
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And this is what I never learned in university when I first learned about this model.
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Kotter assumed that the world is ordered and that there's always a clear cause and effect relationship between things.
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That's why he proposes that you develop a vision for change and then spend years executing that vision.
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That's why Kotter works well for incremental planned change.
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It won't work as well for unplanned change.
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For example, imagine you work in a multinational organization dealing with an unexpected cybersecurity breach.
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Would you go for Kotter's eight-step process?
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You probably wouldn't because it is slow and methodical,
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while the situation calls for urgent action and no delays.
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Kotter's model doesn't work when the crisis requires immediate action and swift decision-making.
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That brings us to the final topic,
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which is planned versus unplanned change.
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Unplanned change happens unexpectedly.
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Immediately after the Challenger space shuttle crash,
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NASA had to respond to unplanned change.
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This involved mobilizing emergency response,
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securing the debris of the shuttle,
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and grounding any remaining space shuttles.
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After that initial unplanned response was over,
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NASA moved on to planned change.
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Planned change is initiated by the organization.
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In NASA's case, they had to become a learning organization,
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and this journey took years to complete and involves many different planned steps and stages.
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It required a careful examination of existing procedures,
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retraining of staff, and a cultural shift to watch encouraging curiosity,
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openness, and knowledge sharing.
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Importantly, it also involved significant leadership commitments to see this change through.
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This level of change does not happen overnight.
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It demands persistence and resilience from every employee.
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Even though this video focuses mostly on planned change,
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The same principles underpin unplanned change.
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You need a response, a systemic approach towards the future,
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and leaders that create an urgency for change to occur.
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So there you have it.
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You now understand organizational change better using three change management models.
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Change is complex and requires experience,
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careful planning, and skillful execution.
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That's why so many change initiatives fail.
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Our NASA case study is an example of effective change management.
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From the ashes of tragedy,
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NASA was able to transform itself into a learning organization,
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modeled on continuous improvement and the prioritization of safety.
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This would not have been possible without implementing the fundamental principles of change management.
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In this video, you've learned that change is complex,
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but that there are clear best practices when it comes to managing change.
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For planned change, you can apply Lewin's and Kotter's models.
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And for unplanned change, you can apply some of the same principles,
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even though your starting point to contain the crisis will be slightly different.
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You also learn that people may resist change and that in order to get them to change,
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you need to communicate, listen,
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support, give them time and celebrate wins.
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That's where you come in.
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Whether you are a leader,
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manager, or HR professional, your role is to guide,
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support, and inspire your team during periods of change.
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These models provide a roadmap,
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but the journey itself is always unique,
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requiring a personal touch and an openness to learning and adapting along the way.
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That's it for this HR deep dive into change management.
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Before you go, smash that like button,
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subscribe to our channel, and activate the notification bell to stay up to date with our latest content.
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And if you're interested in learning more about change management,
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check out the AIHR Organizational Development Certificate Program.
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Here you'll learn more about how to manage change in an organization.
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You'll find the link in the description of this video.
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Enjoy, and I'll see you in another HR deep dive.
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Bye-bye.
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you
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Contesto e Sfondo
Nell'ambito della gestione del cambiamento, è fondamentale comprendere il contesto in cui avviene questo processo. Il video discute i principi e i modelli che supportano un viaggio di cambiamento di successo, utilizzando l'esempio della NASA. La speaker esplora la trasformazione della NASA da un'organizzazione che ripeteva gli errori a una che apprende dai propri fallimenti, enfatizzando l'importanza di una cultura della sicurezza e della crescita continua. Questo cambiamento non riguarda solo i valori, ma influisce anche su processi e tecnologie, creando un ambiente di lavoro in cui è incoraggiato l'apprendimento continuo e la collaborazione. Comprendere questi concetti è vitale per migliorare la propria pronuncia inglese e acquisire competenze comunicative necessarie per affrontare il cambiamento.
Le 5 Frasi Chiave per la Comunicazione Quotidiana
- “What is the first feeling that comes to mind when I mention the word change?” - Qual è il primo sentimento che ti viene in mente quando menziono la parola cambiamento?
- “NASA had to transform from an organization that repeated its mistakes.” - La NASA doveva trasformarsi da un'organizzazione che ripeteva i suoi errori.
- “Successful change is about aligning the right levers across the organization.” - Il cambiamento di successo riguarda l'allineamento delle leve giuste all'interno dell'organizzazione.
- “It impacts the entire system of the organization.” - Influenza l'intero sistema dell'organizzazione.
- “A learn-it-all organization embraces continuous improvement.” - Un'organizzazione che apprende abbraccia il miglioramento continuo.
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