Each human being is unique. Human reactions and behaviours however, when experiencing transformational change are predictable. We use this pattern of behaviour to help plan and manage significant change programmes. The problem is more to do with timing than sequencing. Our experts use information from hundreds of change initiatives to get this right.
The dynamics of the change curve are well known, and the personal experience of people undergoing organisational change is well described.
The costs associated with change arise partly from the investments made in projects, but mainly from losses in productivity as managers and staff accommodate to the modified processes and behaviours expected of them.
Managing change to create benefit means ensuring that the changes impact people, processes and behaviour in ways that the organisation regards as valuable.