Paula Alsher

Recent Posts

Change Management Consulting: The Role of Change Leader

by Paula Alsher on Fri, Jul 13, 2012 @ 12:40 PM

What falls under the change leader job description in best practice change management consulting? Here's a role description we use in our own change management consulting where we are applying the Accelerating Implementation Methodology (AIM) to complex, large-scale changes in our client organizations: 

Reinforcing Transformational Change: Make The New Way Easy

by Paula Alsher on Mon, Jul 09, 2012 @ 05:47 PM

One of the major dilemmas of transformational change is how to get people to adopt the new behaviors. How do you reinforce the change? It was interesting to note, then, that one of the research conclusions that Richard H. Thaler stated in his July 8 New York Times' article on "Watching Behavior Before Writing the Rules" was this simple, yet profound guideline:  "If you want to encourage some activity, make it easy." 

Tips for Integrating Change Management Consulting Into Projects

by Paula Alsher on Mon, Jul 02, 2012 @ 09:32 AM

While many organizations include some of the necessary people-side project management deliverables some of the time, it’s not a consistently-applied change management consulting process.  As a result, implementation success is spotty.  While attempts are made to either “bolt on” a human “change management” plan at the end of the technical plan, or to run a human plan in parallel, the best practice is a blended plan. 

Do Vision and Values Statements Drive Transformational Change?

by Paula Alsher on Fri, Jun 29, 2012 @ 10:12 AM

Question:  What's one of the first things many organizations do when they embark on transformational change?

Answer:  A new vision and values statement. 

But is this really a meaningful way to start the transformational change journey? 

Using Change Management on Your Change Management Methodology

by Paula Alsher on Wed, Jun 27, 2012 @ 11:18 AM

One of the ironies of implementing a change management methodology across the enterprise is--it requires change management!   Even if you see the obvious benefits of applying structure on the people-side of projects, the fact is that you are introducing a new way of operating, and it brings with it all the challenges of implementing any other kind of enterprise-wide change: the need for Sponsorship, reinforcement, readiness, and a sound communication plan.  It’s why we say you actually need to use “AIM on AIM.” 

The Importance of Trust in Transformational Change

by Paula Alsher on Fri, Jun 08, 2012 @ 09:08 AM

There’s little doubt that building a “high-trust” organization is desirable if you are in the throes of transformational change.  It’s helpful to have respect between employees and leaders, and there may well be a correlation between trust and credibility and employee performance. 

Change Management Methodology Overview: Change the Change or Change the Culture

by Paula Alsher on Fri, May 25, 2012 @ 11:22 AM

Creating a Cultural Fit is an important element of the AIM change management methodology. Your organization’s culture is arguably your greatest strategic asset.  Your competition can potentially match your product or service.  Competition can create a marketing strategy that’s equally powerful.  But no competition will have your culture. 

Change Management Methodologies Look at Reinforcement Differently

by Paula Alsher on Fri, May 18, 2012 @ 10:14 AM

"So tell me what makes the AIM (Accelerating Implementation Methodology) change management methodology different from (fill in the blank)?"  That's a question we get all the time. 

One of the major differences is the importance that AIM places on reinforcement.  Reinforcement is the control switch for getting sustained adoption for your change.  Reinforcement is more important than just about any other element of a change management methodology, except possibily for sponsorship.  

How Do You Measure Transformational Change Success?

by Paula Alsher on Wed, May 09, 2012 @ 09:39 AM
One of the major impediments to transformational change, Return on Investment, is the false notion that getting a project installed, meaning getting to the point of go live, is the same as getting implementation. In fact, installation and implementation are not at all the same. 

Anticipating Resistance: A Change Management Methodology Guide

by Paula Alsher on Wed, May 02, 2012 @ 11:50 AM
Building readiness is a critical component for any change management methodology.  To build readiness, you have to manage resistance. But how exactly do you identify what resistance is, and where it is coming from?

One of the benefits of the Accelerating Implementation Methodology (AIM) is that it operationalizes many of the theoretical prescriptions you will find in other change management methodologies.