Towards a Global Definition of Best Practice in Change Management

By Dawn-Marie Turner, Helen Haley and Jacob Hallencreutz.

Published by The Organization Collection

Format Price
Article: Print $US10.00
Article: Electronic $US5.00

It is estimated that almost two thirds of organizational change initiatives fail and almost 75% fail to fully meet their objectives (Beer & Nohria, 2000; Nikolaou, Gouras, Vakola, & Bourantas, 2007). In a global environment where
the need for rapid change is urgent perhaps critical to the success of almost every organization, this is alarming. The identification and consensus on global change management best practices may offer the best way to improve organizational change success rates. However despite widespread usage of the term change management best practice there does not appear to be a consistent critieria for defining when change management practices become best
practices. A review of the literature identified change management best practices based on results relative to return on investment and money spent for the change (Carter, Ulrich, & Goldsmith, 2005). Another criteria was
use of a six phased system (Carter, Giber, & Goldsmith, 2001) and yet another criteria was the self identification by organizations of change management practices that worked (ProSci 2007). Even organizations acknowledged for their
best practice in change management used different and unique change management methods (Carter et al., 2001). In this paper the authors explore 1) is there a criteria for defining change management best practice that can be
consistently applied in practice? 2) what level of empirical evidence should exist before a change management practice is defined as best practice? 3) what is needed to develop consensus on a global change management best
practice that would help organizations apply change management and improve results?

Keywords: Change Management, Best Practice, Methodology

International Journal of Knowledge, Culture and Change Management, Volume 9, Issue 8, pp.185-190. Article: Print (Spiral Bound). Article: Electronic (PDF File; 1.145MB).

Dr. Dawn-Marie Turner

President and Organizational Change Specialist, Turner Change Management, Winnipeg, Manitoba, Canada

She is currently President of Turner Change Management in Winnipeg, Canada. She has 15 years experience in the development, and implementation of change programming, transition planning and implementation. Her research interests focus on change readiness, and the development of techniques that help organizations apply change science to achieve greater success.

Helen Haley

President, Allegra Consulting, Melbourne, Australia

Helen Haley is an experienced change management practitioner and professional coach. In 2005 after 10 years experience in the corporate sector, Helen saw an opportunity to start a consulting organisation that would partner with client organisations to help them through the ever-increasing amount of significant change many were facing. Allegra Consulting was formed and today is one of Australia’s leading Change Management consultancies supplying end-to-end change management services including strategic advice, change implementation and other human capital related services. Helen is a qualified professional Life Coach and an accredited member of the Life Coaching Academy. Helen is also a member of the Australian Institute of Company Directors.

Jacob Hallencreutz

Senior Partner, Implement MP AB, Stockholm, Sweden

Jacob is a senior partner at Implement MP AB in Stockholm, Sweden, focusing on change management consultancy. Jacob has more than 15 years of practical management experience from both service and manufacturing companies. Jacob is also a PhD student at Lulea University of Technology. His research interest focuses broadly on how to accelerate and execute organizational change, with a specific focus on process management based on systems thinking.

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