PMcrunch

Project and program management are all about change; so how can we leverage the vast amount of knowledge out there about change? One way to do this is to begin to think about change as a process and then seek to learn from there. It is our job as change agents to help people through the process of change. One way to do this is to understand the Virginia Satir Change Model (VSCM).

Here are the basic elements of the Virginia Satir Change Model. They are easily recognizable for anyone who has been through the process of implementing change as part of a project.

1. Status quo. The status quo is a point in time from which the change will emanate. Change is not only necessary, but given any status quo, will happen no matter what we do. It is a matter of recognizing that the status quo needs to change and that we can influence it.

2. Introducing the foreign element. Typically, change occurs because something outside the status quo is putting pressure on the status quo. The status quo simply cannot remain as it is. The "foreign element" must be acknowledged. Sometimes the foreign element is relatively minor and change can be foreseen as time goes on; sometimes, however, the foreign element can be like an acute pain such as a military attack, like 9-11.

3. Chaos. Chaos is the result of the status quo being interrupted by the foreign element, and disorientation being the result. When things are no longer the same as what we grew comfortable with, chaos is the result. We need to work our way through the chaos, particularly as project managers.

4. Practice and integration. The chaos that resulted requires new learning. As we learn, we learn as we practice new behaviors and new skills. Gradually, we integrate those skills into our regular systems, and they become the status quo.

More information on the Virginia Satir Change Model can be found at http://www.satirworkshops.com/files/satirchangemodel.pdf.

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John Reiling, PMP
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