One of the most common questions we get about our AIM change management methodology (also known as the Accelerating Implementation Methodology) is both simple and complex. The question is, "What is the best way to get a change management methodology introduced into our organization?"
While a practical change management methodology like the Accelerating Implementation Methodology (AIM) can be useful in managing resistance to change, no methodology will eliminate resistance.
Resistance to change is inevitable, and it is not logical (remember that resistance is a function of the degree of disruption the change represents, from the Frame of Reference of the Targets.) So you will never communicate your way out of resistance or get adoption of changes by presenting arguments explaining the rationale of your change, especially from the 1,000 foot corporate level.
What's the difference between a Change Agent and a Change Champion? The AIM Change Management Methodology describes the roles like this in our CAST of Characters (Champions, Agents, Sponsors, and Targets):
If you are serving in an internal change management consulting role, there is great value in having a set of core principles guide your way. We tell our clients that the AIM change management methodology principles are like an electronic dashboard in your car; if your windshield wiper fluid is low, you react one way. If your Check Engine light appears, that is an entirely different matter!
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:
