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Prosci Change Management WorkshopAt NCCI (14‐July‐2016)
www.prosci.com 1
© Prosci Inc. All rights reserved.
Enhance Your University's Change Capability
NCCI Workshop
July 14, 2016
Montreal, Canada
Prosci Change Management ®
© Prosci Inc. All rights reserved.
Introductions
Bridget WikidalDirector, Project Management Office
Kathleen ScottDirector of Administrative Operations &Organizational Excellence
Scott SilerManager, Training and Transitions
Lisa TerryDirector, Organizational Excellence
Scott McAllister VP of Growth
2
Prosci Change Management WorkshopAt NCCI (14‐July‐2016)
www.prosci.com 2
© Prosci Inc. All rights reserved.
Today’s Session Will Be Interactive
• We plan to co-create insights together with you as active participants
• We leverage an interactive polling technology to help enable co-creation
3
www.pollev.com/ADKAR
© Prosci Inc. All rights reserved.4
Prosci Change Management WorkshopAt NCCI (14‐July‐2016)
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© Prosci Inc. All rights reserved.
Workshop Expectations
5
To meet more change management leads who are implementing ADKAR. I plan to do this at OSU.FunConnect concepts to actual implementationMost efficient and effective way to create a change culture in a University that is dealing with extreme change fatigue.Cool interactive technology!Be inspired, to inspire!Understand role of sponsorBest practiceExamples, best practices, toolsLearn about change management process and tools to use across a variety of platforms.Understand the tool, its implementation and how I can impact a cultureHow to incorporate this model into my organization and work more collaboratively with my colleagues.Learn best practices for making healthy change and inspiring others to join in the change (not just in IT projects)Learn about the tools, system to assist with change managementLearn more about using PROSCI in higher educationshare best practices around CM in higher edTips, lessons learned on how to build change mgmt capacity on my campusUnderstand higher ed specific challenges within Change ManagementHow to employ tools with exec managementLearn the ADKAR modelSeeing how what I've learned is validated (or not), by your tools and approachHear experiences from others on how they were able to bring change management into their universityHave a first experience with ADKAR modelNew tools, new vocabulary, solid frameworkKnow how to use tools in change processesHave Fun! Collaborate with peers.
© Prosci Inc. All rights reserved.
Today’s Workshop Agenda
What Is Change Management
A shared definitionPCT assessment
Why is Change ManagementImportant
Getting ResultsMitigating negative consequencesROI factors
The Impacts of Change Management
Individual Change ManagementThe ADKAR FrameworkADKAR assessment
Organizational Change ManagementPreparing for change Managing changeReinforcing change
Managing Resistance10 Tactics for managing resistance
Commitment to Action Action itemsNext steps
6
Prosci Change Management WorkshopAt NCCI (14‐July‐2016)
www.prosci.com 4
© Prosci Inc. All rights reserved.
Today’s Workshop Agenda
What Is Change Management
A shared definitionPCT Assessment
Why is Change Management Important
Getting ResultsMitigating negative consequencesROI factors
The Impacts of Change Management
Individual Change ManagementThe ADKAR FrameworkADKAR assessment
Organizational Change ManagementPreparing for change Managing changeReinforcing change
Managing Resistance10 Tactics for managing resistance
Commitment to Action Action itemsNext steps
7
© Prosci Inc. All rights reserved.
Prosci Change Management WorkshopAt NCCI (14‐July‐2016)
www.prosci.com 5
© Prosci Inc. All rights reserved.
What Is Change ManagementShared definitions
Technically: Application of a structured process and set of tools for managing the people side of change.How we drive employee
adoption and usage to capture the portion of project benefits that depends on people
changing how they do their jobs
Project Level: A process with deliverables used on projects to
support individual change milestonesOrganizational Level:
• A competency applied by leaders and managers to help employees through the
people side of change
• A strategic capability to increase organizational change capacity and to
accelerate changes within an organization
9
© Prosci Inc. All rights reserved.
Mind The Gap
A great idea
An innovative strategy
An effectively managed
project
Results and outcomes
Benefit realization
Sustained improvement
EMPLOYEE ADOPTION AND USAGE
OF THE SOLUTION
10
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© Prosci Inc. All rights reserved.
Successful Change Requires Both the Technical and People Sides
Current Transition Future
Technical side
People side
DesignDevelopDeliver
EmbraceAdoptUse
ResultsOutcomes
Success=+
Installation*
Realization*
* Daryl Conner11 11
© Prosci Inc. All rights reserved.
The achievements of an organization
are the results of the combined effort of each
individual.
-Vince Lombardi
12
Prosci Change Management WorkshopAt NCCI (14‐July‐2016)
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© Prosci Inc. All rights reserved.
Current Transition Future
TC F
C C C C CC C C C C
C C C CC C C C CC C C C C
T T T TT T T T T
T T TT T T TT T T T T
F F FF F F F
F FF F F
F F F F
T
TT
FF
FF
F
F
FF
Ultimately requires individuals to move from their own current to their own future
An organizational move from the current to the future
13
© Prosci Inc. All rights reserved.
Sometimes, we’ll lose people during the transition
TC
C C C C CC C C C C
C C C CC C C C CC C C C C
T T TT T T T
T T TT T T
T T T
T
TT
F
F FF F F
F FF FF F
FF
FF
F
F
FF
14
Prosci Change Management WorkshopAt NCCI (14‐July‐2016)
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© Prosci Inc. All rights reserved.
And lose even more when we get to the future state
TC
C C C C CC C C C C
C C C CC C C C CC C C C C
T T TT T T T
T T TT T T
T T T
F FF F F
F
F
T
TT
F
F
F
F
F
15
© Prosci Inc. All rights reserved.
And our future state looks nothinglike the future state we expected
F FF F F
F
F
F
F
F
F
FF
F F FF F F F
F FF F F
F F F F
FF
FF
F
F
FF
16
Prosci Change Management WorkshopAt NCCI (14‐July‐2016)
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© Prosci Inc. All rights reserved.
= increased frustration= less benefit realization
= unachieved improvement= not what we expected/hoped for
F FF F F
F
F
F
F
F
F
FF
F F FF F F F
F FF F F
F F F F
FF
FF
F
F
FF
when weexpected
17
© Prosci Inc. All rights reserved.
Prosci Research Foundation
9 studies
17 years
4500 participants
What works? What doesn’t?
What to do differently?
0
500
1000
102
1120
1998 2015
Participants
18
®
Prosci Change Management WorkshopAt NCCI (14‐July‐2016)
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© Prosci Inc. All rights reserved.
Demographics Summary: Who contributed the data?
19
Participants from around the world, representing 56 countries
Top industries represented:1. Health Care2. Government – State3. Banking4. Finance5. Consulting6. Oil and Gas7. Government – Federal8. Insurance9. Education10. Manufacturing
5% 24% 25% 18% 29%0% 20% 40% 60% 80% 100%
0% 20% 40% 60% 80% 100%
0% 20% 40% 60% 80% 100%
Number ofemployees:
Revenue:
> 35,000 employees
<500 employees
>$5 billion< $50 million
participants had change management certification
Respondents were experienced practitioners1 year or less
1 to 4years
4 to 8years
8 to 12years
More than 12 years
18% 19%
19% 27%
74%
© Prosci Inc. All rights reserved.
Demographics Summary: Education Data Demographics
20
Revenue/Budget of participants
13%13%
2%15%
13%9%9%9%
13%6%
0% 20%
Less than $10M$10M - $25M$25M - $50M
$50M - $100M$100M - $250M$250M - $500M
$500M - $1B$1B - $2.5B$2.5B - $5B
More than $5B
Number of employees for
18%16%
20%20%
12%8%8%
0% 20%
Less than 10001,000 - 2,4992,500 - 4,9995,000 - 9,999
10,000 - 19,99920,000 - 34,999
More than 35,000
6%6%
6%8%
10%
15%17%17%
0% 20%
New product/Market expansion
Intall Strategic PlanningHR systems/tools
Enterprise Resource Planning (ERP)
Culture changeOther
ReorganizationIT software upgrade/installation
Type of project reported on by study participants from
Including study participation from:Cranfield UniversityDeakin UniversityGriffith University*Johns Hopkins UniversityKing Faisal UniversityPrincess Noura UniversityThe University of Auckland
The University of Texas SystemUniversity of BrightonUniversity of MinnesotaUniversity of Minnesota PhysiciansUniversity of Notre DameUniversity of WashingtonUniversity of Western Sydney
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Top Changes Impacting Education
Market Operational BudgetaryIncrease in competition
Consolidation
Increase in government regulations
Change to demand
Increase demand for eLearning and virtual
products
Changes to curricula
Changes to student relations
Increased diversity
Shifting student demographics
Increased collaboration with commercial
sponsors
Budget changes
Changes to federal/state funding
© Prosci Inc. All rights reserved.
What Changes Are You Currently Experiencing?
22
developing better integration in scientific researchChanging a culture from status quo to one of quality improvementIncreased compliance requirements - with no fundingCulture change / behavior transformationImplementing Advising Analytics, but as part of a larger shift in advising culture (tech + policy change + cultural change); improving processes across the board, from Finance (implementing new procurement/paperless) to scholarship processes. Probably quickly approaching saturation.Massive growth... And the shift from "family feel" to a business mindsetservices to students - MillenialsEducational technology (pedagogy)ReorganizationCampus activismProcess improvement in administrative areas.AdkarNeed for faster progress against goalsHR system and processesIT changes - moving to the cloud and getting people to change how they are workingTechnology and culture.Moving away from customized administrative applications to a cloud solution with streamlined processes. Cannot change application -people must change.
Quarter to semesters!!Culture change / behaviors changesImplementing a common human resources business processes and system in a 23 university system. Ouch!IT consolidation, HRISReorganizationstools for studentsChanging workforceServices to students – MillenialsNew presidentDoing more with less.Leadership and organizational changesLeadershipNew credential systemImplementing LeanNeed to update outdated technologyLow student enrollment, so major budget cutsOperational efficiencyGovernancenew email / calendar softwareCulturechange in technologyGovernancechange in leadershipERPSweeping changes in leadership
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© Prosci Inc. All rights reserved.23
48%
62%70%
81%
0%
100%
Poor Fair Good Excellent
14%
32%
52%
71%
0%
100%
Poor Fair Good Excellent
15%42%
76%
94%
0%
100%
Poor Fair Good Excellent0%
100%
Poor Fair Good Excellent
Met or exceeded objectivesOn scheduleOn budget
Change Management Effectiveness
6x Increased likelihood of meeting objectives
15%
44%
76%94%
0%
50%73%
100%
0%
20%
40%
60%
80%
100%
Poor Fair Good Excellent
Percent of study participants who met
or exceeded objectives
Change management effectiveness
- Education- All
Impact of Change Management
© Prosci Inc. All rights reserved.
Importance of CM on Outcomes
24
Higher CM maturity means higher project success rates
Project success rate by maturity level:
49%
37%
45%
52%
61%
65%
20% 49%
Overall
Level 1
Level 2
Level 3
Level 4
Level 5
Organizational Maturity in CM:
Education: All:
9%
40%
37%
12%
2%
0% 50%
Level 1
Level 2
Level 3
Level 4
Level 5
10%
50%
34%
6%
0%
0% 50%
Level 1
Level 2
Level 3
Level 4
Level 5
Is your organization actively workingto build org change capability?
Education: All:
24% 29%
Prosci Change Management WorkshopAt NCCI (14‐July‐2016)
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© Prosci Inc. All rights reserved.
We change for a reason.
Organizational outcomes are the collective result of individual change.Change management is an enabling framework for managing the people side of change.We apply change management to realize the benefits and desired outcomes of change.
Organizational change requires individual change.
Prosci’s Five Tenets
1
5
2
3
4
25
© Prosci Inc. All rights reserved.
Questions for the Five Tenets
We change for a reason. What are the reasons for your change?
Organizational change requires individual change.
Who has to do their jobs differently as a result of your project or initiative?
Organizational outcomes are the collective result of individual change.
How do the individual transitions connect directly to the outcomes you expect from your change?
Change management is an enabling framework for managing the people side of change.
What structured approach are you taking to enable employees to embrace, adopt and use the change?
We apply change management to realize the benefits and desired outcomes of change.
How important are the benefits and desired outcomes of the change? How much are you willing to do/invest to make sure they are realized?
1
5
2
3
4
26
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Impacts of Change ManagementProject Change Triangle (PCT)
2727
© Prosci Inc. All rights reserved.
Impacts of Change ManagementProject Change Triangle (PCT)
2828
1. Identify a change initiative that you are familiar with or actively engaged in
2. Complete the Prosci® PCT™ assessment individually
3. Be prepared to share your insights
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Project Change Triangle (PCT) Debrief
29
© Prosci Inc. All rights reserved.
Impacts of Change ManagementProject Change Triangle (PCT)
30
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PCT ApplicationsConducting PCT Assessments
Evaluating Project Health
Identifying Risk Factors
Driving Next Steps
Tracking Progress
Creating a Shared Vision
Examining the Portfolio31
© Prosci Inc. All rights reserved.
Tracking Progress
Initiate Plan Design Develop Deploy
Assessment Name Date Created Responses L/S PM CM
Initiate 01/01/2015 9 21 17 12
Plan 03/01/2015 8 26 21 18
Design 04/01/2015 7 27 23 21
Develop 06/01/2015 7 28 26 24
Deploy 09/01/2015 8 29 27 26
32
Prosci Change Management WorkshopAt NCCI (14‐July‐2016)
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© Prosci Inc. All rights reserved.
Workshop Agenda
What Is Change Management A shared definitionPCT Assessment
Why is Change ManagementImportant
Getting resultsMitigating negative consequencesROI factors
The Impacts of Change Management
Individual Change ManagementThe ADKAR FrameworkADKAR assessment
Organizational Change ManagementPreparing for change Managing changeReinforcing change
Managing Resistance10 Tactics for managing resistance
Commitment to Action Action itemsNext steps
33
© Prosci Inc. All rights reserved.34
Prosci Change Management WorkshopAt NCCI (14‐July‐2016)
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© Prosci Inc. All rights reserved.
More Interconnected
Change
More Complex Change
BiggerChange
Faster Change
© Prosci Inc. All rights reserved.
Your ability to deliver on your MISSION
is directly impacted by how effectively you
manage change36
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Why is Change Management Important?
TransitionCurrent Future = Benefits
Current FutureTransition
Adoption and usage impacts37
© Prosci Inc. All rights reserved.
Project Name Purpose Particulars People
Why Change ManagementGetting results
If people don’t change how they do their job, then it doesn’t matter what specific changes are implemented.
If people don’t change how they do their job, then we ultimately won’t achieve what we set out to do from the beginning.
38
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1st communication or1st rumor
Incr
easi
ng r
esis
tanc
eD
ecre
asin
g pr
oduc
tivity
Time
Worry / uncertainty
Comfort / security
Risk / flight
Prosci® Flight Risk Model
Turnover of valued employeesTangible customer impactActive resistanceOpt-out of the change
Productivity lossEmployee dissatisfactionPassive resistance
With change, you can expect a decline in productivity and an increase in resistance
39
© Prosci Inc. All rights reserved.
With poorly managed change, you can expect a bigger impact that will last longer
1st communication or1st rumor
Incr
easi
ng r
esis
tanc
eD
ecre
asin
g pr
oduc
tivity
Time
Worry / uncertainty
Comfort / security
Risk / flight?
Prosci® Flight Risk Model
40
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1st communication or1st rumor
Incr
easi
ng r
esis
tanc
eD
ecre
asin
g pr
oduc
tivity
Time
Worry / uncertainty
Comfort / security
Risk / flight
Prosci® Flight Risk Model
The reality is that change creates instability and introduces risk to the organization
41
© Prosci Inc. All rights reserved.
1st communication or1st rumor
Incr
easi
ng r
esis
tanc
eD
ecre
asin
g pr
oduc
tivity
Time
Project 1
Project 3
Project 2
Prosci® Flight Risk Model
Multiple changes within the organization aggravate and compound this risk
42
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© Prosci Inc. All rights reserved.
1st communication or1st rumor
Incr
easi
ng r
esis
tanc
eD
ecre
asin
g pr
oduc
tivity
Time
Dept. A
Dept. B
Dept. C
Dept. D
Prosci® Flight Risk Model
Turnover of valued employeesTangible customer impactActive resistanceOpt-out of the change
Productivity lossEmployee dissatisfactionPassive resistance
The degree of impact will vary by group and depends on the effectiveness of change management work
43
© Prosci Inc. All rights reserved.
Review of ROI Factors
Speed of adoption How quickly do people get on board?
Ultimate utilization How many people engage in the change?
Proficiency How well are people performing?
44
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How do the pieces fit together?
Change Management Strategy
Change Management Activities
Change Management Outcomes
Organizational Results/
Desired Outcomes
The Big Picture
Throughout the program, we will continue
to build a big picture of how the pieces fit together
Throughout the program, we will continue
to build a big picture of how the pieces fit together
45
© Prosci Inc. All rights reserved.
Why are we taking on the project in the first place?
Change Management Strategy
Change Management Activities
Change Management Outcomes
Organizational Results/
Desired Outcomes
The Big Picture
46
On time
On budget
Achieve objectives
- lower costs- increased
efficiency- desired
outcomes
Prosci Change Management WorkshopAt NCCI (14‐July‐2016)
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© Prosci Inc. All rights reserved.
Workshop Agenda
What Is Change Management A shared definitionPCT assessment
Why is Change Management Important
Getting resultsMitigating negative consequencesROI factors
The Impacts of Change Management
Individual Change ManagementThe ADKAR frameworkADKAR assessment
Organizational Change ManagementPreparing for change Managing changeReinforcing change
Managing Resistance10 Tactics for managing resistance
Commitment to Action Action itemsNext steps
47
© Prosci Inc. All rights reserved.
How does this
individual make a
successful personal change?
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© Prosci Inc. All rights reserved.
Aspects of a person’s job
you can impact
Processes
Systems
Tools
Jobroles
Criticalbehaviors
Mindset/Attitudes/
Beliefs
Reportingstructure
Performancereviews
Compensation
Location Equipping and
supporting these
individual changes is how
results are realized
49
© Prosci Inc. All rights reserved.
Aspects of a person’s job
you can impact
Processes
Systems
Tools
Jobroles
Criticalbehaviors
Mindset/Attitudes/
Beliefs
Reportingstructure
Performancereviews
Compensation
Location Equipping and
supporting these
individual changes is how
results are realized
50
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© Prosci Inc. All rights reserved.
Aspects of a person’s job
you can impact
Processes
Systems
Tools
Jobroles
Criticalbehaviors
Mindset/Attitudes/
Beliefs
Reportingstructure
Performancereviews
Compensation
Location Equipping and
supporting these
individual changes is how
results are realized
51
Copyright © 2016. Prosci Inc. All rights reserved. 52
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Copyright © 2016. Prosci Inc. All rights reserved.
The Five Building Blocks forSuccessful Change
Knowledge
Ability
Desire
Awareness
Reinforcement®
Copyright © 2016. Prosci Inc. All rights reserved.
Awareness
Knowledge
Ability
Desire
Reinforcement®
Why is this change needed?Why is this change needed now?What is the risk of not changing?
Change begins with understanding WHY
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Copyright © 2016. Prosci Inc. All rights reserved.
Knowledge
Ability
Desire
Awareness Change involves personal decisions
Reinforcement®
55
What’s in it for me (WIIFM)?A personal choice
A decision to engage and participate
Copyright © 2016. Prosci Inc. All rights reserved.
Desire
Ability
Knowledge
Awareness
Understanding how to changeTraining on new processes and tools Reinforcement®
Change requires knowing how
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Desire
Knowledge
Ability
Awareness Change requires new proficiency
The demonstrated capability to implement the desired change Reinforcement®
Copyright © 2016. Prosci Inc. All rights reserved.
Change must be reinforced to be sustained
Actions and measures increase the likelihood a change will be continued
Desire
Knowledge
Ability
Awareness
Reinforcement®
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Real Life Example
Same Change, Different Desires
59
© Prosci Inc. All rights reserved.
Table ExercisePersonal ADKAR
®
WorksheetComplete the exercise for a change you would like to see happen with a friend or family member.
60
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0
1
2
3
4
5
6
Awareness Desire Knowledge Ability Reinforcement
ADKAR® Profile: Mark your score for each ADKAR element and shade the area below
61
An example for a profile with:
A=4D=5K=2 A=1R=4
© Prosci Inc. All rights reserved.
Action Steps for Each ADKAR Building Block
To Build Awareness
• Effective and targeted communications• Senior leaders sharing the why and the vision• Ready access to information
To CreateDesire
• Senior leaders demonstrating their commitment• Managers and supervisor advocating the change• Employee participation and involvement
To Develop Knowledge
• Effective training with the proper context• Education for during and after the change• Job aides and real-life application
To Foster Ability
• Coaching by managers, supervisors, and SMEs• Hands-on exercises, practice and time• Elimination of any potential barriers
To Reinforce Change
• Celebrate successes, individually and as a group• Rewards and recognition that are meaningful• Feedback on performance and accountability
62
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Without Awareness and Desireyou will see:
• Employees asking the same questions over and over• Lower productivity & higher turnover• Hoarding of resources and information• Delays in implementation
Without Knowledgeand Abilityyou will see:
• Lower utilization or incorrect usage of new systems• Employees worry whether they can be successful in
the future• Greater impact on customers and partners• Sustained reduction in productivity
Without Reinforcement
you will see:
• Employees revert back to old ways of doing work• Ultimate utilization is less than anticipated• The organization creates a history of poorly managed
change
63
© Prosci Inc. All rights reserved.
Understand the Barrier Point
64
0
1
2
3
4
5
6
A D K A R0
1
2
3
4
5
6
A D K A R
Barrier Point:The first score of 3 or lower moving
from Awareness to Resistance0
1
2
3
4
5
6
A D K A R
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ADKAR Defines Success: For One Person or Organization-Wide Changes
65
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Change with one person
Or five people…
Or twenty people…
Or 1000 people…
65
© Prosci Inc. All rights reserved.
Not Everyone Changes at the Same Pace
66
A D K A RPerson A
A D K A RPerson B
A D K A RPerson C
A D K A RPerson D
A D K A RPerson E
A D K A RPerson F
A D K A RPerson G
A D K A RPerson H
A D K A RPerson I
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Copyright © 2016. Prosci Inc. All rights reserved.
Awareness• Why is the change needed?• Why now? • What if we don’t?
Awareness• Why is the change needed?• Why now? • What if we don’t?
Desire• Personal motivators• Organizational motivators• Inhibiters
Awareness• Why is the change needed?• Why now? • What if we don’t?
Desire• Personal motivators• Organizational motivators• Inhibiters
Knowledge • Needed skills and competencies
Awareness• Why is the change needed?• Why now? • What if we don’t?
Desire• Personal motivators• Organizational motivators• Inhibiters
Knowledge • Needed skills and competencies
Ability • Demonstrated capability• Overcoming barriers
Awareness• Why is the change needed?• Why now? • What if we don’t?
Desire• Personal motivators• Organizational motivators• Inhibiters
Knowledge • Needed skills and competencies
Ability • Demonstrated capability• Overcoming barriers
Reinforcement® • Mechanisms, Rewards, Celebrations, Measurement
Awareness Desire Knowledge Ability Reinforcement®
Executive Sponsor
Direct Manager
Our Default ?
Individual Change Management
67
© Prosci Inc. All rights reserved.
Practical Uses of ADKAR:1. Making sense of change
2. Guiding change management plans
3. Measuring progress
4. Diagnosing resistance
5. Developing corrective actions
6. Enabling managers and supervisors
Individual Change Management
68
Prosci Change Management WorkshopAt NCCI (14‐July‐2016)
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© Prosci Inc. All rights reserved.
What is required to achieve results and outcomes?
Change Management Strategy
Change Management Activities
Change Management Outcomes
Organizational Results/
Desired Outcomes
The Big Picture
69
On time
On budget
Achieve objectives
- lower costs- increasedefficiency
- desired outcomes
Awareness
Desire
Knowledge
Ability
Reinforcement®
© Prosci Inc. All rights reserved.
Workshop Agenda
What Is Change Management A shared definitionPCT assessment
Why is Change ManagementImportant
Getting resultsMitigating negative consequencesROI factors
The Impacts of Change Management
Individual Change ManagementThe ADKAR frameworkADKAR assessment
Organizational Change Management Preparing for change Managing changeReinforcing change
Managing Resistance10 Tactics for managing resistance
Commitment to Action Action itemsNext steps
70
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© Prosci Inc. All rights reserved.
OrganizationalChange Management
What processes and tools exist for a project team to support
individuals?
Deliverables
Define your changemanagement strategy
Prepare your changemanagement team
Develop yoursponsorship model
Phase 1 - Preparing for changePhase 1 - Preparing for change
Develop changemanagement plans
Take action andimplement plans
Phase 2 - Managing changePhase 2 - Managing change
Collect and analyzefeedback
Diagnose gaps and manageresistance
Implement corrective actionsand celebrate successes
Phase 3 - Reinforcing change™Phase 3 - Reinforcing change™
Prosci’s 3-PhaseProcess
Organizational Change Management
71
© Prosci Inc. All rights reserved.
Define your changemanagement strategy
Prepare your changemanagement team
Develop yoursponsorship model
Phase 1 - Preparing for changePhase 1 - Preparing for change
Prosci® 3-Phase ChangeManagement Process
Develop changemanagement plans
Take action andimplement plans
Phase 2 - Managing changePhase 2 - Managing change
Collect and analyzefeedback
Diagnose gaps and manageresistance
Implement corrective actionsand celebrate successes
Phase 3 - Reinforcing change™Phase 3 - Reinforcing change™
Process guidance
Templates
Assessments
Checklists
Benchmarking data
New IT System
New Customer Experience
New Learning Management System
Faculty Affairs Initiative
Process Optimization
Reorganization
Student Success Initiative
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Define your changemanagement strategy
Prepare your changemanagement team
Develop yoursponsorship model
Phase 1 - Preparing for changePhase 1 - Preparing for change
Develop changemanagement plans
Take action andimplement plans
Phase 2 - Managing changePhase 2 - Managing change
Phase 3 - Reinforcing change™Phase 3 - Reinforcing change™
Collect and analyzefeedback
Diagnose gaps and manageresistance
Implement corrective actionsand celebrate successes
Change resistant
Change ready
Small, incremental
Large, disruptive
Change characteristics
Organizational attributes
Medium risk High risk
Medium riskLow risk
Mfg Dist IT BU 1 BU 2
PMPMCMCM PMPM CMCM
PMPMCMCMCMCM
PM & CM
PM & CM
SituationalAwareness
SupportingStructures
Sponsor Assessment Diagram
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Five LeversCommunications Plan
Sponsor Roadmap
Coaching Plan
Training Plan
Resistance Mgmt Plan
Future
Project Objectives
Develop changemanagement plans
Take action andimplement plans
Phase 2 - Managing changePhase 2 - Managing change
Define your changemanagement strategy
Prepare your changemanagement team
Develop yoursponsorship model
Phase 1 - Preparing for changePhase 1 - Preparing for change
Phase 3 - Reinforcing change™Phase 3 - Reinforcing change™
Collect and analyzefeedback
Diagnose gaps and manageresistance
Implement corrective actionsand celebrate successes
Prosci Change Management WorkshopAt NCCI (14‐July‐2016)
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© Prosci Inc. All rights reserved.
Define your changemanagement strategy
Prepare your changemanagement team
Develop yoursponsorship model
Phase 1 - Preparing for changePhase 1 - Preparing for change
Develop changemanagement plans
Take action andimplement plans
Phase 2 - Managing changePhase 2 - Managing change
Phase 3 - Reinforcing change™Phase 3 - Reinforcing change™
Collect and analyzefeedback
Diagnose gaps and manageresistance
Implement corrective actionsand celebrate successes
Compliance auditsGap identificationSuccess celebrationReinforcement mechanismsTransfer of ownership
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Copyright © 2016. Prosci Inc. All rights reserved.
Change Management ActivitiesDrive Individual Milestones
Individual:
Awareness Desire Knowledge Ability Reinforcement
Communication plan
Sponsor roadmap
Coaching plan
Training plan
Resistance Mgmt
Organizational:
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What Can We Do To Drive and Support Individual Transitions?
Initiate Plan Design Develop Deploy
“Go Live”Kick off
Phase 3: Reinforcing
Change
Phase 2: Managing
Change
Phase 1: Preparing
for Change
A D K A R
Strategy Plans Measures
GeneralProject
Lifecycle
Individual Change Journey
Milestones
OrganizationalChange Mgmt
Activities
Major events
Prosci®
ADKAR ®
Model
Prosci®
3-PhaseProcess
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Copyright © 2016. Prosci Inc. All rights reserved.
RA
What Can We Do To Drive and Support Individual Transitions?
“Go Live”Kick off
D
GeneralProject
Lifecycle
Individual Change Journey
Milestones
OrganizationalChange Mgmt
Activities
Major events
Prosci®
ADKAR ®
Model
Prosci®
3-PhaseProcess
A K
Phase 2:
Plans
Initiate Plan Design Develop Deploy
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Change Management Strategy
Change Management Activities
Change Management Outcomes
Organizational Results/
Desired Outcomes
On time
On budget
Achieve objectives
- lower costs- increased
efficiency- desired
outcomes
Awareness
Desire
Knowledge
Ability
Reinforcement®
Communication
Sponsorship
Training
Coaching
Resistance management
Impacts of Change Management
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Workshop Agenda
What Is Change Management A shared definitionPCT assessment
Why is Change ManagementImportant
Getting resultsMitigating negative consequencesROI factors
The Impacts of Change Management
Individual Change ManagementThe ADKAR frameworkADKAR assessment
Organizational Change Management Preparing for change Managing changeReinforcing change
Managing Resistance10 Tactics for managing resistance
Commitment to Action Action itemsNext steps
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Personal context– An employee’s personal
and family situation
– An employee’s professional career history and plans
– The degree that this change will affect them personally
Organizational context– History with change
• Successes, failures• Flavor of the month
– An organization’s values and culture
– Change saturation and change capacity
Resistance Does Not Occur in a Vacuum
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“Some people change when they see the light, others when they feel the heat.”
- Unknown
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What Are the Most Common Types of Resistance in Your Organization
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Don't contribute people to serve on project or advisory
Duck. This too shall passIgnoring and saying sorry because they know there are no consequences.
this has failed before and I will make sure it fails this time too
Passive-aggressive behavior is the indirect expression of hostility, such as through procrastination, stubbornness, sullen behavior, or deliberate or repeated failure to accomplish requested tasks for which one is (often explicitly) responsible.
Too busy - don't show up - too late to be a part of solution
Nothing's really"mandatory""Just another death by committee"passive aggressive behaviorShadow systemsPassive aggressive orLong timers: we always done it that wayNon-adoption
Complaining about management decisions
Silos. Lack of understanding that we are all in the same team.
Shadow systems
"We don't have the bandwidth,". Too much going on.
People addicted to the status quo/passive aggressive behavior
Not communicating or collaborating with others
Shut down
Agreeing in public and sabotaging in private
Refusing to follow a process
Waiting to see what the "new boss" thinks...
Passive aggressive behavior
wait it will go away, work arounds,
Sabotage or spreading rumors
Passive
Work arounds
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Ineffective Methods for Resistance Management
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1 Ignoring that it exists
2 Broadcasting one-way communications
3 Using threats, fear or coercion
4 Dictating, mandating or forcing change
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Most Resistant Groups
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Reasons Why Employees Resist Change
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1 Lack of awareness for why change is needed
2 Disagreement with the specific change
3 Overload due to change saturation
4 Fear of job loss and uncertainty
5 Lack of leadership support
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Anticipating and AvoidingResistance
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3 Modes to Managing Resistance
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3 Modes to Managing Resistance
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Resistance prevention
Make a compelling case for “why” Ensure active and visible sponsorship Provide opportunities for involvement
Proactive resistance
management
Where is resistance likely to come from? What is resistance likely to look like? What are the likely sources of resistance? What can we do to address this in advance?
Reactive resistance
management
Diagnose the root cause Address the root cause Enable the appropriate resistance managers
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Remember the ADKAR® Barrier Point
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0
1
2
3
4
5
6
A D K A R0
1
2
3
4
5
6
A D K A R
Barrier Point:The first score of 3 or lower moving
from Awareness to Resistance0
1
2
3
4
5
6
A D K A R
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10 Methods to Address Resistance
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1 Listen and understand objections2 Focus on the what and let go of the how3 Remove barriers4 Provide simple, clear choices and consequences5 Create hope6 Show benefits in a real tangible way7 Make a personal appeal8 Convert the strongest dissenters9 Create a sacrifice
10 Use money or power
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Top 10 Steps for Managing Resistance
– A critical step any manager should take when creating desire to change is to listen.
– In many cases employees simply want to be heard and to voice their objections.
– Understanding these objections can often provide a clear path toward resolution.
– Listening can also help managers identify misunderstandings about the change.
1 Method 1 - Listen and understand objections
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Top 10 Steps for Managing Resistance
– For some types of changes, it is effective for managers to let go of the "how" and simply communicate "what" needs to change (focus on outcomes).
– This process transfers ownership of the solution to employees.
– Employee involvement and ownership naturally builds desire to support the change.
2 Method 2 - Focus on the “what” and let go of the “how”
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Top 10 Steps for Managing Resistance
– Barriers may relate to family, personal issues, physical limitations or money.
– Fully understand the individual situation with this employee. What may appear to be resistance or objections to the change may be disguised barriers that the employee cannot see past.
– Identify the barriers clearly. – Determine ways that the business may be able to
address these barriers.
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3 Method 3 – Remove barriers
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Top 10 Steps for Managing Resistance
– Building desire is ultimately about choice. – Managers can facilitate this process by being clear
about the choices employees have during change. – Communicate in simple and clear terms what the
choices and consequences are for each employee.– By providing simple and clear choices along with the
consequences of those choices, you can put the ownership and control back into the hands of employees.
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4 Method 4 - Provide simple, clear choices and consequences
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Top 10 Steps for Managing Resistance
– Many people will respond to the opportunity for a better future.
– Managers can create desire to change by sharing their passion for change, and by creating excitement and enthusiasm.
– People will follow a leader who can create hope and whom they respect and trust.
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5 Method 5 – Create hope
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Top 10 Steps for Managing Resistance
– For some employees, seeing is believing. Demonstrate the benefits of change in a real and tangible way:
• Share case studies.
• Invite guests to provide personal testimonials.
• Visibly demonstrate the success of pilot programs or trials.
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6 Method 6 - Show the benefits in a real and tangible way
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Top 10 Steps for Managing Resistance
– A personal appeal works best with honest, open relationships where there is a high degree of trust and respect.
– A personal appeal may sound like:• "I believe in this change."
• "It is important to me."
• "I would like your support."
• “You would be helping me by making this change work."
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7 Method 7 – Make a personal appeal
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Top 10 Steps for Managing Resistance
– Managers can use special interventions to convert strong and vocal dissenters.
– The strongest dissenters can become your strongest advocates.
– They are often equally vocal in their support as they were in their resistance.
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8 Method 8 – Convert the strongest dissenters
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Top 10 Steps for Managing Resistance
– Often termed the "sacrificial lamb," removing a key manager who is demonstrating resistance to change sends a powerful signal to the organization as a whole.
– The message is:• They are serious about this change.• Resistance will not be tolerated.• The consequences for not moving ahead with the organization
are real and severe.– Use with caution and with involvement of HR and legal.
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9 Method 9 – Create a sacrifice
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Top 10 Steps for Managing Resistance
– Use with mid-level or senior managers who are critical to the success of the change:
• Increase their compensation or create a bonus program such that they are directly rewarded for the successful completion of the change.
• Offer a promotion to a position they desire.
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10 Method 10 – Use money or power
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Workshop Agenda
What Is Change Management A shared definitionPCT assessment
Why is Change Management Important
Getting resultsMitigating negative consequencesROI factors
The Impacts of Change Management
Individual Change ManagementThe ADKAR frameworkADKAR assessment
Organizational Change Management Preparing for change Managing changeReinforcing change
Managing Resistance10 Tactics for managing resistance
Commitment to Action Action itemsNext steps
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Commitment to ActionAction items
1. Take a few minutes to reflect on your key learning points from today
2. Write down 3 things you plan to do differently after this workshop
3. Hold yourself accountable to gain additional knowledge and ability to apply change management
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Personal Commitment to ActionTry to build a "change saturation" organizational view for our executives; possibly by stakeholder view...
Involving PM and sponsors in Adkar assessment throughout the projectI am going to share some of the research with change agents in my org and identify opportunities to strengthen our change mgt approach.
Bring adkar to my tool box and work on "desire" and get etoolsuse this cool polley systemUse PCT assessment tool to get folks to discuss their perspectives on a change initiativeUse ADKAR model to CMLook into getting Prosci e-toolsAdd a change management level to the list of criteria in our project priorization processMiddle managers as integral part of cm planImprove ways in which value measurement is articulatedI'm going to evaluate the best tools to manage resistance in my organization & implement on my project.
Improve sponsor and change agent coaching and educationBetter assess awareness in myself and in team before moving to desireMake more use of reinforcement!Make the notion of change management part of all my discovery and planning projects.I'm going to go back to my teams, inform them of this info, and figure out what I could have done better.
I will use ADKAR more rigorously.I am going to revisit my change strategy and make sure that it starts with WHY!
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Commitment to ActionNext steps
• Further your change management knowledge and ability
• Read the ADKAR® book on individual change management
• Look for opportunities to apply change management
• Free Info: portal.prsoci.com
• Champion change management in your organization
• Explore change management certification
• Integrate change management into future change efforts
• Build your own personal change management competency
Near term Long term
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Take the Chance Out of Your Change Efforts
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Feedback or Additional Information
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Scott McAllisterVice President of GrowthOffice: +1 970 203 9332Mobile: +1 303 669 4863smcallister@prosci.com
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