The Prosci 2016 BP report states that the number one mistake managers and supervisors make when managing change is abdicating the responsibility to deal with it! Either intentionally or as a result of their lack of understanding - they give it away. As a change consultant this makes me nervous, especially since managers/supervisors are the most effective when it comes to communicating with direct reports and advocating for the change. Get 'em involved early and often!
We don't get much argument on the importance of managing the "people side" of projects. But demonstrating the value that change management brings to the table through metrics is sometimes overlooked. One of the ways I have found to get some early traction on measuring change effectiveness is to ask sponsors - "what is your evidence of success?" It is important to ask this in the early stages of designing your approach as this will help shape your plan. For me, the OCM goals are always:
Organizational culture is sited by Prosci as being the primary cause of resistance. Risk-averse cultures, past negative experiences with change, mistrust between departments, competing objectives all contribute. We can still help these organizations navigate through change, but it's an uphill challenge. You can put good performers in a bad system but the bad system usually wins.
Another trend in Change Management - Enhanced integration with project management. I have always felt that even though these are two disciplines, there are great synergies that result in working together. PM's and Change Practitioners who work to integrate their plans show better results!
Prosci reports that 94% of projects with excellent change management met or exceeded project objectives compared to 15% with poor change management. I've always said that good change management is better than bad change management!