Change agents are guardians, guides and facilitators.  They tend to see the concepts of change, transformation and transition as different terms.  Change is seen as a different state of existence – changing from day to night.  Those who manage change focus on leaving and arriving.  Progress is in the outcome.  Transformation is seen as the journey to different – living life.  Those who manage transformation focus on the plan.  Progress is in action, not result.  Transition is seen as the mental state of traveler – wisdom.  Those who manage transition focus on understanding, acceptance and support.  Progress is in the individual developing.

Organizational change management (OCM) is a framework for managing the effect of change such as new business processes, changes in organizational structure or cultural changes within an enterprise.  A systematic approach to OCM is beneficial when change requires people throughout an organization to learn new behaviors and skills. By formally setting expectations, employing tools to improve communication and proactively seeking ways to reduce misinformation, stakeholders are more likely to buy into a change initially and remain committed to the change throughout any discomfort associated with it.

While the transition effort can be reactive, post-change (after we buy the software) or proactive, pre-change (before we buy), the transition effort is necessary.  Organizations using post-change efforts tend to direct negative energy to the cause of change.  Organizations using pre-change efforts tend to avoid negative energy by developing buy-in and support in anticipation of the change.