Change is tricky. Whether it's a digital transformation, a new way of working, or replacing the coffee machine (especially the latter is controversial), people (usually) just don't like it. As a change management consultant, I (Tara Kikken, change management consultant) see daily how well-intentioned initiatives fall flat on the human factor. The strategy can be beautiful, but if no one participates,it is like rowing with a ladle: much effort, little progress.

Let's look at three classic pitfalls in managing the human side of change and - more importantly - how to get around them. In this, I frequently refer to the Prosci ADKAR Model, which you can read more about in this blog).

The Prosci ADKAR model.

1. "Yes, we are doing adoption! Everyone gets training."

The classic misunderstanding: people see change management as synonymous with training. "We teach users how to do it and then we're done, right?" Well ... no.

Why is this a trap?

Change takes effort. If people don't understand why they need to change and feel no motivation to engage, you can train until they weigh an ounce - it will still be pulling on a dead horse. Change management starts not with knowledge and content (Knowledge in ADKAR), but with creating awareness about the usefulness and necessity of the change (Awareness) and motivation to engage in it (Desire). When you guide people well through their ADKAR transition, optimal adoption of the new practices is the end result.

Prosci research shows that a lack of Awareness is the #1 cause of resistance among employees. When people without Awareness and Desire attend training sessions, they sit there not with an open mindset but with their arms crossed or the proverbial heels in the sand: "Why do I have to learn this? What's wrong with how we're doing it now?" And before you know it, you're in a yes-no discussion that no one wins. As a result, the project slows down and the hoped-for benefits seem unattainable.

What to do:

• Start with Awareness and Desire. Provide clear communication about why the change is needed and what it will bring to the organization and employees. This prevents training from being seen as "a must" or "another top-down thing."
• Communicate on demand. Different audiences have different concerns. The finance department may be affected differently by the change than the IT team, so they have different information needs. Tailor your message accordingly.
• Use "champions" in the organization. Not everyone listens to an executive decision or general communication by the project team, but when a valued colleague says, "This is really going to help us," and offers support to colleagues on the shop floor, it often does work.

2. "We must eliminate resistance"

Every manager's dream: an organization full of people who follow everything without grumbling. Or do they? Resistance is precisely part of change. In fact, if there is no resistance, that is a red flag. No criticism usually means that people are either not listening or have already decided to resist quietly.

Why is this a trap?

People often feel insecure about change. They wonder, "What does this mean for me?" and "Can I do this?" Or they see risks to the path taken or flaws in the chosen "solution. When resistance is seen as something negative instead of a signal to understand where the concerns are and input to improve your plan or approach, you only create more resistance. A lack of dissent is sham support and keeps you from achieving the best possible results.

You can do this:

• Listen actively rather than immediately convince. Ask employees what is bothering them and take those concerns seriously.
• Use resistance to your advantage. Allow doubts and criticisms to be shared openly. Use those insights and work together to perfect the solution or change approach.
• Provide quick wins. Nothing reduces resistance as quickly as a tangible success. Communicate and celebrate successes to give people confidence that things will work out.

3. "We roll out the change and then we're done."

Many organizations think the work is done once the new tool, workflow or structure has been implemented. The training has been given, the manuals have been sent out and no pressing issues have occurred - done, right? Not quite. In reality, the real work doesn't begin until after going live.

Why is this a trap?

Any change involves a learning curve. Employees have to get used to new processes, systems or ways of working and can no longer function on autopilot. It's perfectly normal for productivity to drop temporarily: people are searching, making rookie mistakes and perhaps working slower than before. But without proper aftercare, productivity remains low and the intended benefits are never really realized.

This is where the importance of Ability and Reinforcement (the last A and R from ADKAR) comes in. Just knowing how to do something after taking a training course does not mean that people will automatically do it or that it will work perfectly right away. If you don't continue to monitor and adjust after going live, people fall back into old habits and you run the risk that the benefits and "returns" of the transformation ultimately fail to materialize. And then you will not have achieved what you set the change in motion for.

How to prevent it:

• Anchoring is key. Provide guidance and follow-up after going live. Keep a finger on the pulse: who is still running into problems and how can we fix them?
• Celebrate successes. Highlight and reward when people embrace the new way of working and act as role models to take others in the right direction.
• Repeat, repeat, repeat. Change only sticks when it becomes the new norm. So keep paying attention to the new way of working.

Preparing > Changing > Anchoring

Change is about sowing, growing and continuing to nurture. Introducing a new tool or way of working is only the beginning - real change requires attention to people. By first creating awareness and acceptance, seeing resistance as valuable feedback and continuing to support employees after going live, you increase your chances of success. Only then will you reap the rewards of your efforts and realize the desired benefits of the change.

Meet change management expert Tara Kikken

As a Prosci Certified Change Practitioner, Tara is experienced in guiding the people-focused side of change. Building commitment, ambassadorship and skills of employees touched by a change is a prerequisite for a project to succeed. After all, an organization can only change if employees change.

With her expertise in communication, affinity with technology and understanding of processes, Tara helps to turn complex challenges into successful change with concrete and sustainable results. She regularly shares her knowledge and vision in the form of content.