{"id":13520,"date":"2022-08-08T18:35:24","date_gmt":"2022-08-08T16:35:24","guid":{"rendered":"https:\/\/www.wonderwerk.com\/change-management\/change-management-definition-prozess\/"},"modified":"2025-09-19T15:43:05","modified_gmt":"2025-09-19T13:43:05","slug":"change-management-definition-prozess","status":"publish","type":"page","link":"https:\/\/www.wonderwerk.com\/en\/change-management\/change-management-definition-prozess\/","title":{"rendered":"Change Management \u2013<br>Definition &amp; process"},"content":{"rendered":"\n<p class=\"has-medium-font-size\">Change management involves <strong>breaking old patterns<\/strong> to make room for new ones. But how does this process work? What<strong> methods and tools <\/strong>are available to change managers, what stages do organizations go through in the <strong>change process<\/strong>, and what exactly is the difference between <strong>change management<\/strong> and <strong>organizational development<\/strong>? We show what types of change there are, how organizations <strong>can manage change<\/strong>, and why <strong>managers<\/strong> are increasingly responsible for &#8220;unlearning&#8221; the old to <strong>make room for the new<\/strong>.<\/p>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_30\"><\/div>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"h-content\">Content<\/h3>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_30\"><\/div>\n\n\n\n<ul class=\"wp-block-list rotlink\">\n<li><a href=\"#was-ist\"><a href=\"https:\/\/www.wonderwerk.com\/en\/change-management\/change-management-definition-prozess\/#was-ist\">What is change management?<\/a><\/a><\/li>\n\n\n\n<li><a href=\"#warum-wichtig\"><a href=\"https:\/\/www.wonderwerk.com\/en\/change-management\/change-management-definition-prozess\/#warum-wichtig\">Why change management is so important<\/a><\/a><\/li>\n\n\n\n<li><a href=\"#change-organisation\"><a href=\"https:\/\/www.wonderwerk.com\/en\/change-management\/change-management-definition-prozess\/#change-organisation\">Change management &amp; organizational development<\/a><\/a><\/li>\n\n\n\n<li><a href=\"#lean-change-management\"><a href=\"https:\/\/www.wonderwerk.com\/en\/change-management\/change-management-definition-prozess\/#lean-change-management\">Lean change management<\/a><\/a><\/li>\n\n\n\n<li><a href=\"#change-ansaetze\"><a href=\"https:\/\/www.wonderwerk.com\/en\/change-management\/change-management-definition-prozess\/#change-ansaetze\">What change management models are there?<\/a><\/a><\/li>\n\n\n\n<li><a href=\"#wie-funktioniert\"><a href=\"https:\/\/www.wonderwerk.com\/en\/change-management\/change-management-definition-prozess\/#wie-funktioniert\">How does change management work?<\/a><\/a><\/li>\n\n\n\n<li><a href=\"#change-prozess\"><a href=\"https:\/\/www.wonderwerk.com\/en\/change-management\/change-management-definition-prozess\/#change-prozess\"><u>Change management \u2013 the process<\/u><\/a><\/a><\/li>\n\n\n\n<li><a href=\"#change-phasen\"><a href=\"https:\/\/www.wonderwerk.com\/en\/change-management\/change-management-definition-prozess\/#change-phasen\">Change management \u2013 the phases<\/a><\/a><\/li>\n\n\n\n<li><a href=\"#veraenderung\"><a href=\"https:\/\/www.wonderwerk.com\/en\/change-management\/change-management-definition-prozess\/#veraenderung\">The phases of change<\/a><\/a><\/li>\n\n\n\n<li><a href=\"#change-wonderwerk\"><a href=\"https:\/\/www.wonderwerk.com\/en\/change-management\/change-management-definition-prozess\/#change-wonderwerk\">Change management with Wonderwerk<\/a><\/a><\/li>\n\n\n\n<li><a href=\"#transformation-innovation\"><a href=\"#transformation-innovation\"><a href=\"https:\/\/www.wonderwerk.com\/en\/change-management\/change-management-definition-prozess\/#transformation-innovation\">Transformation through innovation<\/a><\/a><\/a><\/li>\n\n\n\n<li><a href=\"#warum-wonderwerk\"><a href=\"#warum-wonderwerk\">Why Wonderwerk?<\/a><\/a><\/li>\n<\/ul>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer trennlinie_80_80\"><\/div>\n\n\n\n<h2 class=\"wp-block-heading subtitle_oben\" id=\"was-ist\">What is change management?<\/h2>\n\n\n\n<p>By <strong>definition<\/strong>, change management refers to the <strong>active management of change<\/strong>. This process takes place within a limited time frame and involves moving an organization from an <strong>initial state X<\/strong> to a clearly defined <strong>target state Y<\/strong>. The ultimate goal is to achieve <strong>sustainable change<\/strong> that is put into practice.<br><br>In order for the target state to become the new norm, it is important to strategically <strong>plan, manage, control<\/strong>, and <strong>stabilize<\/strong> the <strong>individual steps<\/strong> in advance. To this end, we have various <strong>methods, tools<\/strong>, and <strong>concepts<\/strong> at our disposal in change management.<br><br><strong><strong>Change management helps companies and organizations to<\/strong><\/strong><\/p>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_20\"><\/div>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>create awareness<\/strong> of the need for change at all levels.<\/li>\n\n\n\n<li><strong>anticipate<\/strong> negative reactions and respond appropriately.<\/li>\n\n\n\n<li>give employees a <strong>clear picture of the target state<\/strong> and the <strong>path to get there<\/strong>.<\/li>\n\n\n\n<li><strong>absorb<\/strong> any uncertainties that arise.<\/li>\n<\/ul>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_50-30\"><\/div>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"warum-wichtig\">Why change management is so important<\/h3>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_30\"><\/div>\n\n\n\n<p>Change has always been important. But while \u201cchange\u201d ten or fifteen years ago meant <strong>time-bound leaps in innovation<\/strong>, today <strong>continuous structural adaptation<\/strong> is the <strong>basic prerequisite<\/strong> for companies and organizations of all sizes to remain <strong>operational and competitive<\/strong>. Only organizations that are able to respond flexibly to the constantly changing conditions of our modern working world <strong>can survive<\/strong>. The reason for this can be summed up in one word:<\/p>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_30\"><\/div>\n\n\n\n<p>SCARCITY.<\/p>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_30\"><\/div>\n\n\n\n<h5 class=\"wp-block-heading\" id=\"h-efficient-management-in-times-of-change\"><strong><strong>Efficient management in times of change<\/strong><\/strong><\/h5>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_30\"><\/div>\n\n\n\n<p>Companies <strong>go bankrupt, merge<\/strong> with other companies or <strong>lay off<\/strong> a large part of their workforce. Elsewhere, old <strong>structures are being dusted off<\/strong> and organizational charts thrown out. These upheavals are <strong>not evidence<\/strong> of an economy or administration incapable of acting, but rather the result of (economic) existence <strong>under enormous pressure<\/strong>. Companies and organizations in the public and\/or social sector today have less<\/p>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_30\"><\/div>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Time<\/strong>: Technological progress is exponential. Companies that are at the cutting edge today may be obsolete tomorrow.<\/li>\n\n\n\n<li><strong>Resources<\/strong>: Raw materials are becoming more expensive and harder to obtain. At the same time, political and social demands for sustainability management are growing.<\/li>\n\n\n\n<li><strong>Scope for action<\/strong>: Stricter legal requirements tie up resources and can hamper growth (e.g., when certain certifications become mandatory).<\/li>\n\n\n\n<li><strong>Security<\/strong>: More and more providers are competing for orders in a globalized market.<\/li>\n<\/ul>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_30\"><\/div>\n\n\n\n<p class=\"rotlink\">At the same time, companies must respond to their employees&#8217; <strong>demands <\/strong>for a better <strong>work-life balance<\/strong> (see our <a href=\"https:\/\/www.wonderwerk.com\/en\/agility\/new-work-concept\/\"><strong>Cornerstone on New Work)<\/strong><\/a> and <strong>create prospects<\/strong> to <strong>remain attractive<\/strong> as employers. Only leadership that sees <strong>change as an opportunity<\/strong> and <strong>transformation as a driving force<\/strong> can turn these challenges into <strong>successes<\/strong>.<br><br>For this reason, change management often goes hand in hand with <strong>new approaches to leadership<\/strong> (see <a href=\"https:\/\/www.wonderwerk.com\/en\/leadership\/what-is-leadership\/\"><strong>New Leadership<\/strong><\/a>) and is an indispensable component of successful <a href=\"https:\/\/www.wonderwerk.com\/en\/innovation\/what-is-innovation-management\/\"><strong>innovation management<\/strong><\/a>.<br><br><strong><strong>Starting points for change management<\/strong><\/strong><\/p>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_50-30\"><\/div>\n\n\n\n<figure class=\"wp-block-image size-full pixscal\"><img loading=\"lazy\" decoding=\"async\" width=\"846\" height=\"425\" src=\"https:\/\/www.wonderwerk.com\/wp-content\/uploads\/2022\/08\/ansatzpunkte.png\" alt=\"\" class=\"wp-image-9062\" srcset=\"https:\/\/www.wonderwerk.com\/wp-content\/uploads\/2022\/08\/ansatzpunkte.png 846w, https:\/\/www.wonderwerk.com\/wp-content\/uploads\/2022\/08\/ansatzpunkte-300x151.png 300w, https:\/\/www.wonderwerk.com\/wp-content\/uploads\/2022\/08\/ansatzpunkte-768x386.png 768w\" sizes=\"auto, (max-width: 846px) 100vw, 846px\" \/><\/figure>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_50-30\"><\/div>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"change-organisation\">Change Management &amp; Organisationsentwicklung<\/h3>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_30\"><\/div>\n\n\n\n<p>Change management has its origins in the <strong>theory of organizational development<\/strong>, which emerged in the United States in the 1930s. The pioneering theory of the \u201cphases of change\u201d goes back to Kurt Lewin.<br><br>In summary, the theory of organizational development states that <strong>increases in efficiency <\/strong>are achieved less through changes in working conditions and more through a <strong>stronger focus on employees<\/strong>.<br><br>Organizational development is therefore not aimed at a specific goal, but is a <strong>holistic, long-term<\/strong> approach. The aim is to optimize internal processes and structures in such a way that the <strong>economic goals<\/strong> of the company\/organization are in harmony with the <strong>personal goals<\/strong> and <strong>development opportunities<\/strong> of the employees. Organizational development processes differ from change processes in that<\/p>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_30\"><\/div>\n\n\n\n<ul class=\"wp-block-list\">\n<li>the specific change is integrated into <strong>long-term development processes<\/strong>.<\/li>\n\n\n\n<li><strong>Employees<\/strong> play a <strong>key role<\/strong> in implementing the change.<\/li>\n\n\n\n<li>The <strong>goal of the change<\/strong> is not imposed \u201cfrom above,\u201d but is <strong>developed<\/strong> <strong>with the involvement<\/strong> of employees and <strong>adjusted<\/strong> as necessary.<\/li>\n\n\n\n<li>Employees are generally <strong>intrinsically motivated<\/strong> because the change is not imposed on them \u201cfrom outside.\u201d<\/li>\n<\/ul>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_30\"><\/div>\n\n\n\n<h5 class=\"wp-block-heading\" id=\"h-organizational-development-vs-change-management\"><strong><strong>Organizational development vs. change management<\/strong><\/strong><\/h5>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_30\"><\/div>\n\n\n\n<p class=\"rotlink\">While organizational development involves the <strong>continuous adaptation<\/strong> and optimization of <strong>internal structures<\/strong>, change management involves supporting change processes that are <strong>time-limited<\/strong> and geared toward a <strong>specific end goal<\/strong>.<br><br>This goal is usually <strong>\u201cset from above\u201d<\/strong> because in many cases it arises from an <strong>economic<\/strong> or political <strong>necessity<\/strong>. Typical examples of necessary changes imposed from above include <strong>mergers <\/strong>between companies, the <a href=\"https:\/\/www.wonderwerk.com\/en\/digitalisation\/\"><strong>digitization of business processes<\/strong><\/a>, or the <strong>reorganization<\/strong> of departments.<\/p>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_50-30\"><\/div>\n\n\n\n<figure class=\"wp-block-table cm_table is-style-stripes\"><table><tbody><tr><td>Change manage\u00ad\u00adment<\/td><td>organizational development<\/td><\/tr><tr><td>Change processes that are limited in time and geared toward a specific target state.<\/td><td>Changes integrated into long-term development processes that do not usually pursue a fixed goal.<\/td><\/tr><tr><td>The goal of the change is normally specified \u201cfrom above\u201d because it arises from a specific need.<\/td><td>The goals are not predetermined but are developed with the participation of everyone in the company\/organization.<\/td><\/tr><tr><td>Negative reactions such as fears and uncertainty are anticipated from the outset and those affected are supported accordingly.<\/td><td>Employees react predominantly positively to change because they are intrinsically motivated.<\/td><\/tr><tr><td>Change processes are often initiated, planned, and supported by consultants.<\/td><td>Consulting services for organizational development are available but not always necessary.<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_50\"><\/div>\n\n\n\n<h5 class=\"wp-block-heading\" id=\"h-organizational-development-and-agility\">Organizational development and agility<\/h5>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_50\"><\/div>\n\n\n\n<p class=\"rotlink\">Involving employees in the development of the organization requires a <strong>flexible management framework<\/strong>. This is why more and more organizations are choosing to create the appropriate <strong>structures <\/strong>as part of an <a href=\"https:\/\/www.wonderwerk.com\/en\/agility\/agile-transformation\/\"><strong>agile transformation<\/strong><\/a> and, in the process, are also introducing <a href=\"https:\/\/www.wonderwerk.com\/en\/agility\/objectives-und-key-results-okr\/\"><strong>OKRs (Objectives and Key Results)<\/strong><\/a>, for example. OKR breaks down the rigid top-down management approach and replaces it with a <strong>flexible bottom-up principle<\/strong>.<\/p>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_50\"><\/div>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"lean-change-management\">Lean change management<\/h3>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_50\"><\/div>\n\n\n\n<p>Classic change management and agility merge in what is known as <strong>Lean Change Management <\/strong>(LMC). This change management method aims to implement changes particularly quickly using the <strong>iterative approach<\/strong> from agility: By dividing large changes in companies and organizations into <strong>as many small steps as possible<\/strong>, the following advantages arise:<\/p>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_50\"><\/div>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Quick wins<\/strong>: Small goals are easier (and faster) to achieve than large ones. In lean change management, we therefore see initial successes very quickly.<\/li>\n\n\n\n<li><strong>Easier correction<\/strong>: Continuous implementation and ongoing feedback ensure that errors are identified very early on and corrections can be implemented quickly.<\/li>\n\n\n\n<li><strong>Stronger identification<\/strong>: By implementing a large number of small sub-projects in parallel rather than ONE large project, everyone is involved in the change process in LCM, which increases acceptance and creates a shared vision of the target state.<\/li>\n<\/ul>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_30\"><\/div>\n\n\n\n<p class=\"rotlink has-background\" style=\"background-color:#fce0ec\">A good example of the lean change management approach would be the <strong>transition to a new working method<\/strong>, for example in the context of a transformation toward <a href=\"https:\/\/www.wonderwerk.com\/en\/agility\/new-work-concept\/\"><strong>New Work<\/strong><\/a>.<\/p>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_30\"><\/div>\n\n\n\n<p>Instead of introducing changes directly at all levels, the company starts with a <strong>small group<\/strong> of employees. This \u201ctest group\u201d tries out new working methods and <strong>provides ongoing feedback<\/strong>, which is used to make improvements. By gradually involving more employees in the process and continuously improving it, <strong>acceptance of the change<\/strong> among the workforce increases. At the same time, conflicts can be identified early on and resolved.<\/p>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer trennlinie_80_80\"><\/div>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"change-ansaetze\">What change management models are there?<\/h2>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_30\"><\/div>\n\n\n\n<p>Before we look at how change management works in practice, let&#8217;s take a quick look at the <strong>different models<\/strong> that have developed around the topic of <strong>change management<\/strong>. The best-known models are Kurt Lewin&#8217;s <strong>3-phase model<\/strong>, John P. Kotter&#8217;s <strong>8-step model<\/strong>, and Elisabeth K\u00fcbler-Ross&#8217;s <strong>change curve<\/strong>. All of these models focus on how teams and companies <strong>implement<\/strong> change, <strong>cope with<\/strong> it emotionally, and <strong>accept<\/strong> it as the new normal.<\/p>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_30\"><\/div>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"h-3-phase-model-according-to-lewin\"><strong><strong>3-phase model according to Lewin<\/strong><\/strong><\/h3>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_30\"><\/div>\n\n\n\n<p>Lewin&#8217;s change management model dates back to the 1940s. It is considered a <strong>pioneering theory of organizational development<\/strong>, but is still used today to describe change processes. Lewin describes the <strong>behavioral changes <\/strong>in employees that accompany change using the example of an <strong>ice cube<\/strong> that goes through <strong>three phases<\/strong> before being reshaped: (1) <strong>unfreezing<\/strong>, (2) <strong>moving<\/strong>, and (3) <strong>refreezing<\/strong>.<\/p>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_30\"><\/div>\n\n\n\n<figure class=\"wp-block-image size-full\"><img loading=\"lazy\" decoding=\"async\" width=\"846\" height=\"483\" src=\"https:\/\/www.wonderwerk.com\/wp-content\/uploads\/2022\/08\/Change_Management_Lewin_Wonderwerk.png\" alt=\"\" class=\"wp-image-9053\" srcset=\"https:\/\/www.wonderwerk.com\/wp-content\/uploads\/2022\/08\/Change_Management_Lewin_Wonderwerk.png 846w, https:\/\/www.wonderwerk.com\/wp-content\/uploads\/2022\/08\/Change_Management_Lewin_Wonderwerk-300x171.png 300w, https:\/\/www.wonderwerk.com\/wp-content\/uploads\/2022\/08\/Change_Management_Lewin_Wonderwerk-768x438.png 768w\" sizes=\"auto, (max-width: 846px) 100vw, 846px\" \/><\/figure>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_30\"><\/div>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"h-kotter-s-8-step-model\"><strong><strong>Kotter&#8217;s 8-step model<\/strong><\/strong><\/h3>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_30\"><\/div>\n\n\n\n<p>In his <strong>8-step model<\/strong>, John P. Kotter focuses primarily on the <strong>people who are undergoing the change<\/strong>. He explores how change must take place in order to reduce resistance among managers and employees and build trust in the process.<br><br>The eight steps of Kotter&#8217;s model describe the individual steps or stages of the change process: from recognizing that change must take place, to involving everyone affected, to jointly implementing and stabilizing the change.<\/p>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_30\"><\/div>\n\n\n\n<figure class=\"wp-block-image size-full\"><img loading=\"lazy\" decoding=\"async\" width=\"846\" height=\"483\" src=\"https:\/\/www.wonderwerk.com\/wp-content\/uploads\/2022\/08\/Change_Management_Kotter_Wonderwerk.png\" alt=\"\" class=\"wp-image-9056\" srcset=\"https:\/\/www.wonderwerk.com\/wp-content\/uploads\/2022\/08\/Change_Management_Kotter_Wonderwerk.png 846w, https:\/\/www.wonderwerk.com\/wp-content\/uploads\/2022\/08\/Change_Management_Kotter_Wonderwerk-300x171.png 300w, https:\/\/www.wonderwerk.com\/wp-content\/uploads\/2022\/08\/Change_Management_Kotter_Wonderwerk-768x438.png 768w\" sizes=\"auto, (max-width: 846px) 100vw, 846px\" \/><\/figure>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_30\"><\/div>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"h-the-change-curve-according-to-kubler-ross\"><strong><strong>The change curve according to K\u00fcbler-Ross<\/strong><\/strong><\/h3>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_30\"><\/div>\n\n\n\n<p>Elisabeth K\u00fcbler-Ross is a well-known <strong>death researcher<\/strong> who developed the \u201c5 stages of grief.\u201d In fact, these five stages can also be reliably applied to change processes, as the model generally describes <strong>how people process change<\/strong>. By addressing the <strong>five stages<\/strong> (1. denial, 2. anger, 3. bargaining\/negotiation, 4. depression, 5. emotional acceptance), organizations can better anticipate the reactions of their employees and respond appropriately.<\/p>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_30\"><\/div>\n\n\n\n<figure class=\"wp-block-image size-full\"><img loading=\"lazy\" decoding=\"async\" width=\"846\" height=\"483\" src=\"https:\/\/www.wonderwerk.com\/wp-content\/uploads\/2022\/08\/Change_Management_Kuebler_Ross_Wonderwerk.png\" alt=\"\" class=\"wp-image-9058\" srcset=\"https:\/\/www.wonderwerk.com\/wp-content\/uploads\/2022\/08\/Change_Management_Kuebler_Ross_Wonderwerk.png 846w, https:\/\/www.wonderwerk.com\/wp-content\/uploads\/2022\/08\/Change_Management_Kuebler_Ross_Wonderwerk-300x171.png 300w, https:\/\/www.wonderwerk.com\/wp-content\/uploads\/2022\/08\/Change_Management_Kuebler_Ross_Wonderwerk-768x438.png 768w\" sizes=\"auto, (max-width: 846px) 100vw, 846px\" \/><\/figure>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer trennlinie_80_80\"><\/div>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-how-does-change-management-work\">How does change management work?<\/h2>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_30\"><\/div>\n\n\n\n<figure class=\"wp-block-image size-full pixscal\"><img loading=\"lazy\" decoding=\"async\" width=\"846\" height=\"520\" src=\"https:\/\/www.wonderwerk.com\/wp-content\/uploads\/2022\/08\/change_management_workshop_wien_2-1.jpg\" alt=\"\" class=\"wp-image-8927\" srcset=\"https:\/\/www.wonderwerk.com\/wp-content\/uploads\/2022\/08\/change_management_workshop_wien_2-1.jpg 846w, https:\/\/www.wonderwerk.com\/wp-content\/uploads\/2022\/08\/change_management_workshop_wien_2-1-300x184.jpg 300w, https:\/\/www.wonderwerk.com\/wp-content\/uploads\/2022\/08\/change_management_workshop_wien_2-1-768x472.jpg 768w\" sizes=\"auto, (max-width: 846px) 100vw, 846px\" \/><\/figure>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_30\"><\/div>\n\n\n\n<p class=\"rotlink\">Change management encompasses all <strong>activities, tasks<\/strong>, and <strong>measures<\/strong> necessary to bring about <strong>comprehensive and far-reaching change<\/strong> in an organization. Successful change processes often involve <strong>external consultants<\/strong> who not only have the necessary knowledge of change management, but also the required <strong>process expertise<\/strong>.<br><br>Whether new processes, structures, and\/or strategies are actually implemented in a sustainable manner depends largely on <strong>how well this process is prepared and implemented<\/strong>:<br><br>The main task of change management is to <strong>plan, control<\/strong>, and <strong>monitor<\/strong> the respective <strong>individual steps <\/strong>in a strategically sensible manner before moving on to the <strong>stabilization phase<\/strong>. During the adjustment process, it is also the responsibility of those in charge to <strong>intervene in a targeted manner<\/strong> whenever the process <strong>stalls<\/strong> and\/or threatens to exceed the <strong>time frame<\/strong>.<\/p>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_30\"><\/div>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"change-prozess\">Change management &#8211; the process<\/h3>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_30\"><\/div>\n\n\n\n<p>From initial <strong>awareness of the problem <\/strong>to stabilization of the <strong>target state<\/strong>: Change processes are usually marked by a beginning and an end, have a <strong>specific goal<\/strong>, and can be divided into <strong>individual phases<\/strong>. <strong>Various methods<\/strong> and tools are used to implement the individual steps.<\/p>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_50-30\"><\/div>\n\n\n\n<div class=\"wp-block-wonderwerk-listitem listbox\"><div><span class=\"listbut\">1.<\/span><\/div><div class=\"listboxtext\"><h5><strong>Awareness of shortcomings<\/strong><\/h5><div class=\"spacer_10\"><\/div>\n<p><\/p>\n<\/div><\/div>\n\n\n\n<p>Change usually arises from a <strong>shortcoming<\/strong>. Economic change processes also usually have a <strong>trigger<\/strong>, a reason for dissatisfaction with the status quo. This could be declining sales, reduced competitiveness, or dissatisfied employees.<br><br>Methods\/tools that create this <strong>awareness of the problem <\/strong>often include <strong>competitor analysis<\/strong>, <strong>market research<\/strong>, or <strong>surveys <\/strong>within the organization. It is important to create a <strong>sense of urgency<\/strong>: Things cannot go on like this, we have to change something!<\/p>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_50-30\"><\/div>\n\n\n\n<div class=\"wp-block-wonderwerk-listitem listbox\"><div><span class=\"listbut\">2.<\/span><\/div><div class=\"listboxtext\"><h5><strong>Problem analysis<\/strong><\/h5><div class=\"spacer_10\"><\/div>\n<p><\/p>\n<\/div><\/div>\n\n\n\n<p>Once you are aware of the problem, it is time to <strong>analyze<\/strong> it: What exactly are the problems and where do they arise? Are these problems something we can <strong>solve ourselves<\/strong>, or do we need an <strong>\u201coutside perspective\u201d<\/strong>? Methods\/tools that are helpful in the analysis phase include <strong>process analysis <\/strong>and <strong>organizational analysis<\/strong>.<\/p>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_50-30\"><\/div>\n\n\n\n<div class=\"wp-block-wonderwerk-listitem listbox\"><div><span class=\"listbut\">3.<\/span><\/div><div class=\"listboxtext\"><h5><strong>Formulation of the objective(s)<\/strong><\/h5><div class=\"spacer_10\"><\/div>\n<p><\/p>\n<\/div><\/div>\n\n\n\n<p class=\"rotlink\">Once we know how and where the problems arise, we can formulate a <strong>target state<\/strong>. As this is one of the <strong>most critical phases<\/strong> in the change process, organizations should seek <a href=\"https:\/\/www.wonderwerk.com\/en\/change-management\/\"><strong>external support<\/strong><\/a> at this stage.<br><br>Change management specialists use <strong>various techniques<\/strong> to arrive at a meaningful target formulation. Among other things, this involves optimizing communication. Methods\/tools used in this context include <strong>moderated conferences, strategy workshops<\/strong>, and <strong>conflict mediation<\/strong>.<\/p>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_50-30\"><\/div>\n\n\n\n<div class=\"wp-block-wonderwerk-listitem listbox\"><div><span class=\"listbut\">4.<\/span><\/div><div class=\"listboxtext\"><h5><strong>Concept<\/strong><\/h5><div class=\"spacer_10\"><\/div>\n<p><\/p>\n<\/div><\/div>\n\n\n\n<p>Once the goals have been formulated, the <strong>concept<\/strong> follows: How exactly do we achieve our goal? What <strong>individual steps <\/strong>are necessary? What <strong>time frame <\/strong>are we talking about, <strong>what budget<\/strong> do we have available, who will play an important role in the change process (stakeholders)?<br><br>The methods\/tools used here depend on the objectives and include <strong>moderated workshops, team and individual coaching, stakeholder analysis<\/strong>, and consulting on <strong>process optimization <\/strong>and <strong>project management<\/strong>.<\/p>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_50-30\"><\/div>\n\n\n\n<div class=\"wp-block-wonderwerk-listitem listbox\"><div><span class=\"listbut\">5.<\/span><\/div><div class=\"listboxtext\"><h5><strong>Control<\/strong><\/h5><div class=\"spacer_10\"><\/div>\n<p><\/p>\n<\/div><\/div>\n\n\n\n<p>The change management process is only complete once the results have been evaluated: Was the goal achieved? Were there any setbacks? If so, what were the reasons for this?<br><br>Tools\/methods available to measure the results include <strong>interviews with stakeholders<\/strong> and <strong>employee surveys<\/strong>. Often, a so-called <strong>evaluation catalog<\/strong> is created in advance, which is used as a basis for <strong>analyzing the results<\/strong>.<\/p>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_50-30\"><\/div>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"change-phasen\">Change management \u2013 the phases<\/h3>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_30\"><\/div>\n\n\n\n<p>When it comes to <strong>change management<\/strong>, there is often talk of the <strong>\u201cphases\u201d of the change process<\/strong>. These phases do not describe individual strategic steps such as problem analysis or goal formulation, but rather reflect the <strong>emotional response<\/strong> of employees.<\/p>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_30\"><\/div>\n\n\n\n<h5 class=\"wp-block-heading\" id=\"h-employee-leadership-in-change-management\"><strong><strong><strong>Employee leadership in change management<\/strong><\/strong><\/strong><\/h5>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_30\"><\/div>\n\n\n\n<p>Since major changes in many organizations also bring about <strong>upheavals at the personnel level<\/strong>, dealing with <strong>negative reactions<\/strong> is an important part of change management. If fears, uncertainties, and other negative feelings are not <strong>managed well from the outset<\/strong>, the change will probably be over before it has really begun. For a change process to be successful, <strong>employees must be on board<\/strong>.<\/p>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_30\"><\/div>\n\n\n\n<p><strong><strong>Managers therefore face a double challenge in change processes.<\/strong><\/strong><\/p>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_30\"><\/div>\n\n\n\n<p class=\"rotlink\">On the one hand, active leadership with a <strong>hands-on mentality<\/strong> is essential in the concrete change process: without strong leadership that <strong>communicates openly<\/strong>, does not withhold information, and has an <strong>open ear<\/strong> for fears and criticism, change processes can quickly stall.<br><br>On the other hand, in order to accompany and actively drive forward necessary <strong>change processes<\/strong>, managers must also increasingly \u201cunlearn\u201d things:<br><br>In the context of <a href=\"https:\/\/www.wonderwerk.com\/en\/agility\/new-work-concept\/\"><strong>New Work<\/strong><\/a> and <a href=\"https:\/\/www.wonderwerk.com\/trainings\/digital-leadership\/\"><strong>Digital Leadership<\/strong><\/a>, they are required to <strong>rethink \u201cleadership,\u201d<\/strong> engage with <a href=\"https:\/\/www.wonderwerk.com\/trainings\/agile-methoden\/\"><strong>agile working methods<\/strong><\/a>, <a href=\"https:\/\/www.wonderwerk.com\/trainings\/trendmanagement-2\/\"><strong>recognize trends<\/strong><\/a>, and <a href=\"https:\/\/www.wonderwerk.com\/trainings\/innovationsmanagement\/\"><strong>deal with challenges innovatively<\/strong><\/a>.<\/p>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_50-30\"><\/div>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"veraenderung\">The phases of change<\/h3>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_30\"><\/div>\n\n\n\n<p>In change management, we work with <strong>different models<\/strong> to <strong>map<\/strong> the <strong>phases<\/strong> that employees go through. The best-known models are Lewin&#8217;s very simplified 3-phase model and Kotter&#8217;s very detailed 8-step model (see above). In the following, we will use a <strong>simplified 5-phase model<\/strong>.<\/p>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_80-50\"><\/div>\n\n\n\n<div class=\"wp-block-wonderwerk-listimgitem listbox\"><figure class=\"list_icon\"><img decoding=\"async\" src=\"https:\/\/www.wonderwerk.com\/wp-content\/uploads\/2022\/08\/change-management-icon-1.png\" alt=\"\"\/><\/figure><div class=\"listboxtext\"><div class=\"flexbox_2box\"><div class=\"listbut_sub\">1.<\/div><div class=\"listbut_sub_header\">Phase:<br>Rejection and denial<\/div><\/div><div class=\"spacer_20\"><\/div>\n<p><strong>This can&#8217;t be true!<\/strong><br><br>In many organizations, the announcement is followed by one thing above all else: <strong>shock<\/strong>. Rumors circulate, <strong>fears <\/strong>are voiced, and some people even start making <strong>plans to leave<\/strong>. Very few are open to the process.<br><br>In this situation, \u201cgood leadership\u201d means <strong>not withholding information<\/strong>, creating opportunities for <strong>exchange<\/strong>, and <strong>showing understanding<\/strong>. At the same time, however, it is important not to <strong>water down<\/strong> the message: change is coming.<\/p>\n<\/div><\/div>\n\n\n\n<div class=\"wp-block-wonderwerk-listimgitem listbox\"><figure class=\"list_icon\"><img decoding=\"async\" src=\"https:\/\/www.wonderwerk.com\/wp-content\/uploads\/2022\/08\/change-management-icon-2.png\" alt=\"\"\/><\/figure><div class=\"listboxtext\"><div class=\"flexbox_2box\"><div class=\"listbut_sub\">2.<\/div><div class=\"listbut_sub_header\">Phase:<br>Resistance and negotiation<\/div><\/div><div class=\"spacer_20\"><\/div>\n<p><strong>I&#8217;m not going along with that!<\/strong><br><br>The shock is followed by <strong>backlash<\/strong>. Resistance can range from <strong>attempts at negotiation<\/strong> (\u201cThat&#8217;s not going to work.\u201d) to open <strong>refusal to work<\/strong>, threats of resignation, and outright <strong>termination<\/strong>.<br><br>Now it is important <strong>not to ignore<\/strong> the <strong>criticism <\/strong>of employees. Managers should find out exactly what is behind the rejection (e.g., fear of losing status) and definitely <strong>discuss counterproposals<\/strong>. Threatening consequences should always be a last resort.<\/p>\n<\/div><\/div>\n\n\n\n<div class=\"wp-block-wonderwerk-listimgitem listbox\"><figure class=\"list_icon\"><img decoding=\"async\" src=\"https:\/\/www.wonderwerk.com\/wp-content\/uploads\/2022\/08\/change-management-icon-3.png\" alt=\"\"\/><\/figure><div class=\"listboxtext\"><div class=\"flexbox_2box\"><div class=\"listbut_sub\">3.<\/div><div class=\"listbut_sub_header\">Phase:<br>Grief and depression<\/div><\/div><div class=\"spacer_20\"><\/div>\n<p><strong>That&#8217;s just awful!<\/strong><br><br>If management remains true to its line, denial is followed by <strong>the realization<\/strong> that <strong>change is coming<\/strong>. For employees, this realization often means a <strong>loss<\/strong> that must be <strong>mourned<\/strong>. In this context, we often refer to the <em>valley of tears<\/em>.<br><br>During this phase, organizations should create <strong>opportunities for exchange<\/strong> and ideally also offer professional support, e.g., through <strong>supervision <\/strong>and <strong>group or individual coaching<\/strong>. It is important that employees are <strong>not left alone<\/strong> with <strong>their feelings<\/strong> of anger and grief.<\/p>\n<\/div><\/div>\n\n\n\n<div class=\"wp-block-wonderwerk-listimgitem listbox\"><figure class=\"list_icon\"><img decoding=\"async\" src=\"https:\/\/www.wonderwerk.com\/wp-content\/uploads\/2022\/08\/change-management-icon-4.png\" alt=\"\"\/><\/figure><div class=\"listboxtext\"><div class=\"flexbox_2box\"><div class=\"listbut_sub\">4.<\/div><div class=\"listbut_sub_header\">Phase:<br>Trying out and discovering<\/div><\/div><div class=\"spacer_20\"><\/div>\n<p><strong>Maybe it&#8217;s not so bad after all&#8230;<\/strong><br><br>The sadness is followed by the <strong>rational realization<\/strong> that change is inevitable. At this point, most employees will still be mourning the loss of their old ways, but they will also be cautiously <strong>testing the waters for the future<\/strong>: What does this change mean for me? Where is my place in the new structure?<br><br>In this time of uncertainty, good leadership <strong>provides support <\/strong>and <strong>shows <\/strong>the <strong>way forward<\/strong>. Now it is important to remain <strong>open-minded<\/strong>, <strong>highlight opportunities and prospects<\/strong>, communicate (partial) successes, and <strong>recognize achievements<\/strong>. Short-term successes are a good way to keep employees \u201con board.\u201d<\/p>\n<\/div><\/div>\n\n\n\n<div class=\"wp-block-wonderwerk-listimgitem listbox\"><figure class=\"list_icon\"><img decoding=\"async\" src=\"https:\/\/www.wonderwerk.com\/wp-content\/uploads\/2022\/08\/change-management-icon-5.png\" alt=\"\"\/><\/figure><div class=\"listboxtext\"><div class=\"flexbox_2box\"><div class=\"listbut_sub\">5.<\/div><div class=\"listbut_sub_header\">Phase:<br>Acceptance and commitment<\/div><\/div><div class=\"spacer_20\"><\/div>\n<p><strong>I can give it a try.<\/strong><br><br>Once the old has been properly mourned, <strong>space for the new<\/strong> emerges: (Most) employees can now <strong>come to terms with the change<\/strong> and are ready to <strong>learn new things<\/strong> and <strong>put them into practice<\/strong>: They give change a chance.<br><br>For management, NOW is the time to <strong>align individual performance goals<\/strong> with the <strong>company&#8217;s target state<\/strong>. At the same time, it is important to show employees their <strong>development potential <\/strong>within the new structures, to enable <strong>support<\/strong>, and to recognize <strong>achievements<\/strong>.<\/p>\n<\/div><\/div>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer trennlinie_80_80\"><\/div>\n\n\n\n<h2 class=\"wp-block-heading subtitle_oben\" id=\"change-wonderwerk\">Change management with Wonderwerk<\/h2>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_50-30\"><\/div>\n\n\n\n<figure class=\"wp-block-image size-full\"><img loading=\"lazy\" decoding=\"async\" width=\"846\" height=\"520\" src=\"https:\/\/www.wonderwerk.com\/wp-content\/uploads\/2022\/08\/change_management_workshop_wien_3.jpg\" alt=\"\" class=\"wp-image-8955\" srcset=\"https:\/\/www.wonderwerk.com\/wp-content\/uploads\/2022\/08\/change_management_workshop_wien_3.jpg 846w, https:\/\/www.wonderwerk.com\/wp-content\/uploads\/2022\/08\/change_management_workshop_wien_3-300x184.jpg 300w, https:\/\/www.wonderwerk.com\/wp-content\/uploads\/2022\/08\/change_management_workshop_wien_3-768x472.jpg 768w\" sizes=\"auto, (max-width: 846px) 100vw, 846px\" \/><\/figure>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_50-30\"><\/div>\n\n\n\n<p class=\"rotlink\"><strong>Wonderwerk Consulting<\/strong> has been successfully supporting change processes for many years. We provide the necessary <strong>outside perspective<\/strong> and are specialists in the <strong>process behind change<\/strong>: we not only know how change works in theory, but are also familiar with all the <strong>practical hurdles<\/strong> that stand in the way of sustainable change in most organizations.<br><br>In order to successfully <strong>guide you through the change<\/strong>, we first want to understand how your company currently works and <strong>what challenges<\/strong> you are facing.<br><br>Based on these prerequisites, we work with you to formulate your new <strong>target state<\/strong>, develop a <strong>concept<\/strong>, and plan its implementation in terms of <strong>strategy<\/strong>, <strong>timing<\/strong>, and <strong>budget<\/strong>. We support you in<\/p>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_50-30\"><\/div>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Formulating<\/strong> your <strong>goals<\/strong> in a realistic and concrete manner.<\/li>\n\n\n\n<li>Achieving your target state <strong>more quickly and smoothly<\/strong>.<\/li>\n\n\n\n<li><strong>Identifying<\/strong> the <strong>key people<\/strong> (stakeholders) for the change and gaining their support.<\/li>\n\n\n\n<li>Anticipate all types of <strong>reactions <\/strong>and <strong>respond appropriately<\/strong>.<\/li>\n\n\n\n<li>Optimize <strong>your communication <\/strong>regarding objectives and measures to see results faster.<\/li>\n\n\n\n<li>Focus your energy on the <strong>right measures<\/strong>.<\/li>\n\n\n\n<li><strong>Stabilize the target state<\/strong>.<\/li>\n<\/ul>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_50-30\"><\/div>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"transformation-innovation\">Transformation through innovation<\/h3>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_30\"><\/div>\n\n\n\n<p class=\"rotlink\">In many companies, the <strong>shortfall is noticeable<\/strong>, but there is <strong>no solution<\/strong> in sight: You know that the <strong>demands <\/strong>of your customers or the users of your products <strong>have changed<\/strong>, but you don&#8217;t know how to meet these demands: After all, the <strong>resources <\/strong>have remained the same or are even <strong>decreasing<\/strong>. As professionals in <a href=\"https:\/\/www.wonderwerk.com\/en\/innovation\/what-is-innovation-management\/\"><strong>innovation management<\/strong><\/a> and <a href=\"https:\/\/www.wonderwerk.com\/en\/strategy\/future-thinking-methode\/\"><strong>future(s) thinking<\/strong><\/a>, we are happy to support you in breaking <strong>new ground<\/strong>. Our focus is always on the <strong>people<\/strong> who shape your company: under our guidance, your <strong>employees <\/strong>become a <strong>source of new ideas<\/strong> and concepts (<a href=\"https:\/\/www.wonderwerk.com\/en\/innovation\/\"><strong>more about our services<\/strong><\/a>).<\/p>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_50-30\"><\/div>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"warum-wonderwerk\">Why Wonderwerk?<\/h3>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_30\"><\/div>\n\n\n\n<p>Because we think beyond the process. Our consultants&#8217; work does not end when the change has been implemented. Only when the <strong>new state<\/strong> has <strong>become the norm<\/strong> in your organization have we achieved our goal.<\/p>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer trennlinie_80_80\"><\/div>\n\n\n\n<h2 class=\"wp-block-heading subtitle_oben\" id=\"h-contact\">Contact<\/h2>\n\n\n\n<p class=\"ani\">Thomas Klein<br><br><a href=\"mailto:office@wonderwerk.com\">office@wonderwerk.com<\/a><\/p>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_50-30\"><\/div>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"h-book-your-free-consultation-now\">Book your free consultation now!<\/h3>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer spacer_50-30\"><\/div>\n\n\n\n<div class=\"wp-block-wonderwerk-button team_detail_but button_links\"><a class=\"team_detail_but work_but_weiss ww_bg_rot flex_width\" rel=\"noopener\" href=\"mailto: office@wonderwerk.com\">I&#8217;m interested<\/a><\/div>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer trennlinie_80_80\"><\/div>\n\n\n\n<h2 class=\"wp-block-heading subtitle_oben\" id=\"h-our-change-management-trainings\">Our change management trainings<\/h2>\n\n\n\n<section class=\"wp-block-wonderwerk-threeicons drei_icon_box boxwrap\">\n<figure class=\"wp-block-wonderwerk-iconstory icon_trigger story_box_bild visible\"><a href=\"\"><img decoding=\"async\" class=\"pixscal\" src=\"https:\/\/www.wonderwerk.com\/wp-content\/uploads\/2023\/12\/training_neues_arbeiten.png\" alt=\"\"\/><\/a><figcaption class=\"spacer_o20-u70\"><h6 class=\"fett\">New Work<\/h6><div class=\"spacer_5\">Shaping the future of work together<\/div><\/figcaption><\/figure>\n\n\n\n<figure class=\"wp-block-wonderwerk-iconstory icon_trigger story_box_bild visible\"><a href=\"\"><img decoding=\"async\" class=\"pixscal\" src=\"https:\/\/www.wonderwerk.com\/wp-content\/uploads\/2023\/12\/training_new_leadership.png\" alt=\"\"\/><\/a><figcaption class=\"spacer_o20-u70\"><h6 class=\"fett\">New Leadership<\/h6><div class=\"spacer_5\">Leadership in the new era<\/div><\/figcaption><\/figure>\n\n\n\n<figure class=\"wp-block-wonderwerk-iconstory icon_trigger story_box_bild visible\"><a href=\"\"><img decoding=\"async\" class=\"pixscal\" src=\"https:\/\/www.wonderwerk.com\/wp-content\/uploads\/2023\/12\/training_agile_methoden.png\" alt=\"\"\/><\/a><figcaption class=\"spacer_o20-u70\"><h6 class=\"fett\">Agile methods<\/h6><div class=\"spacer_5\">Respond quickly and flexibly to new situations<\/div><\/figcaption><\/figure>\n\n\n\n<figure class=\"wp-block-wonderwerk-iconstory icon_trigger story_box_bild visible\"><a href=\"\"><img decoding=\"async\" class=\"pixscal\" src=\"https:\/\/www.wonderwerk.com\/wp-content\/uploads\/2023\/12\/training_trendmanagement.png\" alt=\"\"\/><\/a><figcaption class=\"spacer_o20-u70\"><h6 class=\"fett\">Trend management<\/h6><div class=\"spacer_5\">Identify trends early on and act accordingly<\/div><\/figcaption><\/figure>\n\n\n\n<figure class=\"wp-block-wonderwerk-iconstory icon_trigger story_box_bild visible\"><a href=\"\"><img decoding=\"async\" class=\"pixscal\" src=\"https:\/\/www.wonderwerk.com\/wp-content\/uploads\/2023\/12\/training_innovationsmanagement.png\" alt=\"\"\/><\/a><figcaption class=\"spacer_o20-u70\"><h6 class=\"fett\">Innovation management<\/h6><div class=\"spacer_5\">From trend to idea and finally to innovative product<\/div><\/figcaption><\/figure>\n<\/section>\n\n\n\n<div class=\"wp-block-wonderwerk-spacer minusabstand_100\"><\/div>\n\n\n","protected":false},"excerpt":{"rendered":"<p>Change management involves breaking old patterns to make room for new ones. But how does this process work? What methods and tools are available to change managers, what stages do organizations go through in the change process, and what exactly is the difference between change management and organizational development? We show what types of change [&hellip;]<\/p>\n","protected":false},"author":4,"featured_media":8897,"parent":838,"menu_order":58,"comment_status":"closed","ping_status":"closed","template":"tmpl_subpage.php","meta":{"footnotes":""},"class_list":["post-13520","page","type-page","status-publish","has-post-thumbnail","hentry"],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v21.7 (Yoast SEO v27.3) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ -->\n<title>Change Management - Prozess, Phasen &amp; Modelle | Wonderwerk<\/title>\n<meta name=\"description\" content=\"Wie funktioniert Change Management in Organisationen u. Unternehmen? \u2714 Change Management Prozess \u2714 Change Management Modelle \u2714 Phasen\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.wonderwerk.com\/en\/change-management\/change-management-definition-prozess\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Change Management \u2013Definition &amp; process\" \/>\n<meta property=\"og:description\" content=\"Wie funktioniert Change Management in Organisationen u. 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