Change Management


Change Management is a structured approach in an organization for ensuring that changes are smoothly and successfully implemented. Organizational change affects all departments and every level of the business. From the entry level employee to senior management, the entire company must learn how to adapt to and handle changes to the business.

Expecting resistance to change and planning for it from the beginning will allow any organization or entity to effectively manage objections. Failure to understand the reasons people do object and addressing those factors can be a disaster. Barbee Consulting Group uses best practices in Change Management to assure your stakeholders’ objections are taken into consideration and are addressed, therefore leading change.

Today’s businesses not only have to keep up with the fast pace, they need to manage change with precision and more predictable results–faster and more effectively than the competition.

When to consider change management? Best practices identify the following as the most common:

  • New projects
  • Leadership
  • Strategic
  • Operational (including Structural changes)
  • Technological
  • Mission
  • Changing the attitudes and behaviors of personnel

Why use a Change Management approach?

Many people do not like change and will be reluctant or will not change at all. And that does not work for a business that needs to change to succeed. Change impacts the whole business, every division, senior leadership to entry level employees, and it impacts each differently. Without a change management plan there is turbulence, stress and, resistance in the organization. Studies show that in most cases, when a change is implemented, the “20-50-30 rule” is in effect:

  • 20% of the general workforce will accept the change
  • 50% will sit on the fence to see what happens
  • 30% will actively resist the change

With the tools and training, there is more understanding and less resistance.

In summary, organizational change should be practical, methodical, and manageable. The first rule is, begin only when leadership has the buy-in of the employees. And proceed only when you have a plan and people in place to execute it. Otherwise the change will not meet the goal for which it was intended!

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