Change management is still one of the most misunderstood parts of any transformation.
These are 5 myths I keep meeting in real projects – and what actually happens in reality.
Myth 1: The project manager can cover change management.
“I don’t need a change manager, the PM will handle it.”
I recently received a job offer combining both roles in one position. I declined.
Reality
Project management and change management are two different disciplines – and usually require very different personalities and experience.
Project management is about scope, timelines, budget, risks, deliverables.
Change management is about people, mindset, behaviour, communication, adoption.
If you want to save cost by merging both, try to calculate how much it will cost you when:
the solution is delivered on time,
but people don’t use it, don’t trust it, or actively avoid it.
That’s not saving. That’s delayed loss.
Myth 2: We don’t need change management after Go-Live.
All is delivered. Go-Live is done. Change management is over.
Reality
After Go-Live, the *real* change starts for people.
Project managers naturally focus on issues, tickets, defect lists.
Stakeholders don’t care how many meetings you had to solve them.
They care about:
- being heard,
- having their reality understood,
- seeing clear solutions and next steps.
Post Go-Live, change management works as an interpreter between:
- business users and stakeholders, and
- technically oriented project teams.
- Two groups, two languages – one bridge.
Myth 3: Change management = communications and training.
“We just need someone to send emails and organise training.”
Reality
Comms and training are only the visible tip of the iceberg.
Effective change management starts much earlier with questions like:
- Why is this change happening at all?
- What exactly will change for different user groups?
- Who will be most impacted – and how?
- What are the risks, fears, and expectations?
Change managers are trained and skilled to decipher the WHY and the impact,
translate it into business language,
and make sure communications and training are relevant – not generic noise.
Without this, you’re not doing change management. You’re broadcasting.
Myth 4: Stakeholder management = stakeholder mapping once and we’re done.
“We have a stakeholder map in the deck. Tick.”
Reality
A stakeholder map is a starting point, not a strategy.
Stakeholder management means:
- staying in regular contact with key stakeholders,
- adjusting the intensity of engagement based on impact and risk,
- proactively building trust, buy-in, and sponsorship,
- spotting early signals of resistance or fatigue.
This is a continuous role – and it sits strongly in the change manager’s scope.
Myth 5: People resist change by default – so why invest in change management?
“Employees just don’t like change. Resistance will always be there. Let’s just deliver and move on.”
Reality
People don’t resist change as such.
They resist loss, uncertainty, and lack of clarity.
Most resistance comes from:
- not understanding WHY the change is happening,
- not knowing what it means for their role and future,
- losing the comfort of what they know, without feeling safe in the new reality.
Proper change management can:
- increase engagement,
- improve and speed up adoption,
- reduce resistance and hidden costs,
- protect the investment you already put into the project.
It’s not nice to have.
It’s risk management for the people side of your transformation.
If you recognise at least one of these myths in your organisation, that’s already a signal.
The question is: do you want your next change to be delivered… or adopted?