Mastering Change: Fundamentals of Change Management

As providers of contemporary network solutions to the water industry here at SME Water, it is important we recognise and factor how to support the successful integration of change into business as usual for the companies we collaborate with. Change management can be challenging, with the scale of change varying across different solutions and projects. By focusing on core elements, we can manage these challenges and promote smooth adoption and sustained benefits.

This blog will explore four key components of an effective change management plan: Establishing Facts, Transition Planning, Reinforcement, and Communication.

To manage change effectively, it’s essential to start by clearly defining the change, identifying who it affects, and assessing the potential impacts. This foundation helps shape the transition, reinforcement, and communication strategies tailored to support those impacted.

• Defining the Change:

  Begin by defining what is changing and why, assessing the current state (‘as-is’) versus the desired future state (‘to-be’). Establishing this clarity helps outline project goals, objectives, and the specific processes affected. This step provides a foundation for developing a targeted transition plan.

• Identifying Affected Individuals:

  Map out stakeholders, including managers, frontline employees, and any groups affected directly or indirectly. Understanding who is impacted provides insight into whose roles or processes may need adjustments, allowing for more focused planning and support.

• Assessing Individual Impacts:

  Determine how individuals will be impacted by the change. Focus especially on those who may need to adapt processes, reporting, or technology use. This assessment helps identify where training and resources are needed for a smooth transition.

Change Readiness

While many companies emphasise the benefits of change to the business, individuals will often focus on personal impacts. Assessing change readiness at an individual level is crucial part of establishing the facts. David Rock’s SCARF model outlines five key areas—Status, Certainty, Autonomy, Relatedness, and Fairness—where perceived threats can arise. By proactively addressing these, we can adopt positive engagement with change.

• Status: Individuals may worry about their importance in the new system (“Will my skills still be needed?”). Involve key individuals as “super users” to utilise their expertise and provide recognition.
• Certainty: Uncertainty can lead to resistance. Provide clear, consistent communication on what will and, importantly, what won’t change to reduce uncertainty.
• Autonomy: People often feel resistance when they lack control over change decisions. Include individuals in planning and create feedback channels to adopt a sense of ownership.
• Relatedness: Some may feel their role or connections are threatened. Ensure everyone feels part of the process and understands their place in the new structure.
• Fairness: Communicate that the change is a collective effort, and emphasise how it will benefit everyone to strengthen the assessment of fairness.

Creating a comprehensive plan to move from the current ‘as-is’ state to the new ‘to-be’ state provides the foundation and roadmap for the transition.

• Transition Plan:

  Based on the initial establishing of facts, develop a plan that outlines specific actions, timelines, and required resources for implementing the change. This should align with overall project delivery plan, identifying key milestones, assigned responsibilities, and clear timelines.

• Knowledge and Support:

  The transition plan should address training needs and resources required for skill development. Set aside time for individuals to build their ability in new roles. Designate “super users” to support others in applying their training and sharing knowledge, which helps peer learning and build confidence.

• Monitoring Progress:

  Regularly monitor progress against the transition plan, making necessary adjustments and addressing issues as they arise. Transparency in tracking and reporting progress helps keep all stakeholders informed, maintain momentum, and build trust in the process.

To sustain change, a reinforcement strategy is essential. Key measures, checks, and feedback mechanisms ensure that new processes and ways of working become the norm.

• Developing a Reinforcement Strategy:

  Incorporate ongoing support through two-way feedback, regular updates, and recognition of those successfully adopting the change. Reinforcement activities ensure momentum is maintained and prevent a return to old habits.

• Checks and Balances:

  Implement key performance indicators (KPIs), periodic audits, and feedback loops to confirm the change is fully integrated. Embedding these measures into the new processes helps reinforce the importance of compliance with the new ways of working.

• Addressing Resistance:

  Resistance is common, even with SCARF in place. Feedback portals and engagement strategies can help address issues early on. According to PROSCI research, managers are often the most resistant group, as changes can feel like a threat to their team members established ways of working. Supporting managers with adequate resources, training, and involvement is essential, as they play a pivotal role in team adoption.

• Gamification and Reward:

  Integrating gamification and reward elements can help encourage positive engagement with the change. Create fair, constructive competitive elements that boost motivation and engagement without discouragement. Acknowledging individual and team contributions—especially during the reinforcement stage—helps drive commitment and supports long-term adoption.

Effective communication across the change process is essential for trust and support.

• Developing the Communication Plan:

  Identify core messages, the target audience, and the best channels to ensure messages are coordinated, clear, and consistent. Proper communication builds trust among stakeholders and mitigates any negative responses.

• Delivering the Right Message:

  Tailor communications to the audience and focus on the right sender for each message. Research from PROSCI shows that employees prefer organisational updates from leaders and personal impacts from direct managers, highlighting the importance of credible and trusted messengers.

• Engaging Stakeholders:

  Active leadership and manager engagement are critical. Managers, in particular, need to buy into the change process early to support team adoption. Managers are uniquely positioned to address team concerns and are crucial for successful adoption across all levels.

• Balance of Communication:

  Avoid overwhelming individuals with too many messages. Studies suggest that 5–7 repeated messages leading up to the transition provide enough touchpoints to help individuals internalise the change. Continue communication post-transition to reinforce the message and express appreciation for employees’ efforts.

Many of the companies we work with inherently perform large aspects of these fundamentals during projects or implementations, but consciously addressing it early and forming a well rounded approach dedicated to change management is more likely to lead to longer term success and benefits being realised.

At SME Water we try to encourage and support these fundamentals during our projects whether it be stakeholder mapping workshops and process reviews, and in the instances of the Paradigm club project and the forthcoming Dynamo club project, we provide training and resource academies to support knowledge and process sharing, in addition to hosting technical lead (“Super-User”) forums throughout the year to support initial change readiness and continuous structured communications.