Editor's note: This article was originally published in February 2016 and has been updated for accuracy and comprehensiveness.

Organizational change often takes place for the overall betterment of the organization but that doesn’t mean it comes without challenges. Change can be perceived negatively so it is important to skillfully manage these transitions. Here are a few tips for change management:

Change is inevitable. But it’s how you lead and manage change that makes the difference. Companies that accept and embrace change are healthier, more dynamic, and faster growing than those companies that fear change.

Tom Ault, Director of Technical Training at ERC and Senior Consultant, talks about leading and managing change.

Stop, challenge & choose

When faced with change, we typically put our own negative spin on it, often without knowing all the facts. Our natural tendency is to see change as a threat—our brains are hardwired to be risk averse—rather than seeing the positives.

There are three simple commands that we teach people to consciously think about when dealing with a perceived negative like change.

1. Stop: When change first occurs, do not automatically turn to a negative response. Instead, stop, and don’t act or decide anything. Mentally disconnect and take a deep breath. Try to center yourself and observe the change that is happening.
2. Challenge: Now that you had a moment to process instead of react, challenge yourself to find positives in the situation. Ask yourself “What am I telling myself? What evidence do I have that supports or contradicts my interpretation, and what are other possible interpretations?
3. Choose: Once you have challenged yourself to find the silver lining in the change, ask yourself “What would have been my ideal response?” And “What interpretation would help me produce my ideal response?” Once you choose it, make sure to use it!

Three levels of change

Change in organizations happen at three levels: How you manage yourself, how you relate to others, and how to lead across the organization.

1. It starts with yourself since it is difficult to lead others through change if you are not committed.

2. Next is leading others. You have to be able to go by these rules:

• I can be a role model and encourage people that work in my team on how best to react to change.
• I have to be sensitive to their reactions and feelings to help them manage through it.
• Not everyone will react the same way and have the same feelings.

  It is important to get those feelings out in the open; so it's best to address them.

3. And last, leading across organizations requires understanding that change is an individual choice and needs to happen one person at a time. Communication in various forms and on a regular basis is important if you want people to buy in. There must also be a feedback loop where you actively solicit concerns and roadblocks to change so they can be addressed.

So ask yourself these questions when dealing with these levels of change:

Every person within an organization has a roll when it comes to organizational change. In order to have effective change, there must be involvement and action displayed by many within the organization.

The image above helps to visualize that change occurs along two main paths:  a project management path that focuses on the system or process changes, and a change management path that focuses on the people side of the change.  Many organizations focus on the project path and are then surprised when there is no buy-in from their people.

Organizations that assign these roles and responsibilities to a change initiative will find better success:

Why do people resist change?

Managers and employees resist change for different reasons.  Managers may fear losing control and authority, comfort with the status quo, have no involvement in solution design, or have an answer for what’s in it for them.

Employees resist change due to lack of awareness, fear of the unknown, lack of job security and sponsorship.

Whatever the reason for resistance, change is inevitable. It’s how you deal with it yourself, with others and with your organization that will depend on if your company will spiral out of control or grow and conquer.

The challenge in project success rests in the ability to deliver to the desired business goal in the desired time frame and within the available budget. These three forces:  time, cost, and quality, are often in conflict with each other. The Project Management Institute (PMI) has defined nine body of knowledge areas that when followed, would increase probability of project success. However, if you are not a full-time project manager and still want to increase your project results, follow these three project management principles:

1. Establish a Project Plan.

The project plan will tell you, your team, and your customers the:

Goals: Define the business reason for the project and how you will know it was successful at the end.
Scope: Determine the boundaries of what your project will address, and just as important, what it won’t address. 
Milestones: Work backgrounds to identify important dates for deliverables, reviews, etc. This is a very easy way to do a reality check on what it will take to meet the due dates.

2. Build a Communication Plan.

The communication plan is not only how you will communicate at the end of the project, but who should be informed and engaged throughout the project. At the minimum you should be able to identify the:

Who: Identify the key stakeholders, the departments, customers, or processes that will be impacted by your project
What: Create the message, which could be different for each audience – some want to be updated while others require more detail.  
When and How: Identify the best time and format.  The rule of thumb is to communicate your message at least three times, and I would add, in at least two different formats (email, phone, in-person).  Leverage communication channels that are already in place like staff meetings, monthly newsletters, weekly email blasts, websites, etc.

3. Define Change Management Processes.

Change is a constant. On any project the scope will alter as more information is gathered.  Define a process and procedure for identifying project changes, approvals, and documentation requirements. The more complex the work, the more important this becomes. 

These are just a few principles to keep in mind to ensure success on your projects. The more you can learn about project management and the underlying principles, the better equipped you will be to lead your organization in the future.