Change Management Takes Change Management Webinar

Copyright Prosci 2015. All rights reserved.

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Prosci Change Management Webinar Change Management Takes Change Management

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To help individuals and organizations build their own change management competencies through development and delivery of research-based, holistic, and easy-to-use tools and methodologies.

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change management

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Agenda

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Foundation What

Why

Who

CM principles appliedto “doing CM”

CM “roster” analysis

Foundation




What is “the change” that we are trying to manage?

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To apply change management to [project X]

to increase adoption and usage in order to deliver expected

results and outcomes


Successful change requires both the technical and people sides

Current Transition Future

Technical side

People side

DesignDevelopDeliver

EmbraceAdoptUse

ResultsOutcomes

Success=+

Installation*

Realization*

* Daryl Conner

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Current Transition Future

TC F

C C C C C

C C C C C

C C C C

C C C C C

C C C C C

T T T T

T T T T T

T T T

T T T T

T T T T T

F F F

F F F F

F F

F F F

F F F F

T

T

T

F

F

F

F

F

F

F

F

Ultimately requires individuals to move from their own current to their own future

An organizational move from the current to the future

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Foundation: The “Why” of CM

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F F

F F F

F

F

F

F

F

F

F

F

F F F

F F F F

F F

F F F

F F F F

F

F

F

F

F

F

F

F

instead of

= lower ROI= less benefit realization

= unachieved improvement= not what we expected/hoped for


Foundation: The “Why” of CM

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16%46%

77%

96%

0%

100%

Poor Fair Good Excellent

Change Management Effectiveness

Percent who met or exceeded objectives

6x

To capture the portion of project results and

outcomes that depend on people changing how

they do their jobs

Gartner BPM SummitDec 12, 2014


Foundation: The “What” of CM

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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

Align employee Ability with the project Go Live


Foundation: The “Who” of CM

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Execs &Senior Leaders

Front-Line

Middle Managers & Supervisors

Changeresource/

team

ProjectTeam

ProjectSMEs and

support

C C C C C

C C C C C

C C C C C

C C C C C

C C C C C

T

T

T T T T

T T T T T

T T T

T T T T

T T T T T

T

T

F F F F

F F F F

F F F

F F F

F F F F

F

F

F

F

F

F

F

Organization Structure Change Structure


Foundation Summary

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Why• Adoption and usage drives the expected future state• Increase likelihood of results and outcomes• Capture people-dependent ROI

What • Align Ability With Go Live – prerequisite of success• Apply structured approach to catalyze adoption and usage

WhoOrganizational Structure:Executives and Senior Leaders

Middle Managers and Supervisors

Front-Line Employees

Change Structure:Change Management Resource/Team

Project Team

Project SMEs and Support


Agenda

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Foundation• Sponsorship

• WIIFM

• Communication

• Proactive Resistance Mgmt

• Gleicher’s Formula

• Reinforcement

• Knowledge needs relevancy

• Change is a process

• ADKAR



Copyright Prosci 2015. All rights reserved. 13

CM Principle What it means for “CM takes CM”

• Sponsorship

• WIIFM

• Communication

• Proactive Resistance Mgmt

• Gleicher’s Formula

• Reinforcement

• Knowledge needs relevancy

• Change is a process

• ADKAR

Specifically applying the general CM principle to one specific change,

“applying change management”



Sponsorship

Top contributor to success in all 9 of Prosci’s studies

PUSHPULL

1. Direction2. Guidance3. Commitment



WIIFM

Answering “What’s In It For Me?”

is critical for gaining buy-in

WIIFM of CM varies for each audience

Executives and senior managers

Get return out of investments

Middle managers and supervisors

Help employees be successful

Project team Deliver benefitsinstead of solutions

Project SMEsand support

Holistically support effective change



Communication

Right messageRight audienceRight senderRight time

Right channel

WHY

details>



Proactive resistance

management

Anticipate and address likely sourcesof resistance

What are the most likely sources of

resistance to applying change management:

From senior leaders?From managers?

From project teams?

How will you proactively address them?



Gleicher’s Formula(Dannemiller’s refinement)

Which of the variables:Dissatisfaction

VisionFirst steps

is impacting the adoption of change management?

How can you impact the D, V, F for CM?

D * V * F > R• Dissatisfaction with how things are now• Vision of what is possible• First, concrete steps that can be taken• Resistance



Reinforcement

It is our natural, psychological and

physiological tendency to go back to

what we know.

Acknowledgethe work they are doing

Thankthem for their effort

Showthem the impact



Knowledge needs relevancy

Needs to address a pressing problem and be applied right away

Impact of:Training for the sake of training

Ensure that CM training is being done the right way



Change is a process

Not an event

“Applying change management” will not happen because of a

single decree or a single training

How will you manage adoption of CM as a process?


ADKAR-ing “CM takes CM”

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Awareness• Why is the change needed?• Why now? • What if we don’t?

Desire• Personal motivators• Organizational motivators• Inhibiters

Knowledge• Needed skills • Required competencies

Ability• Demonstrated capability• Overcoming barriers

Reinforcement®• Mechanisms, measurement• Rewards, celebrations

Awareness Desire Knowledge Ability Reinforcement®


ADKAR-ing “CM takes CM”

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Reinforcement® to sustain the change

Ability to implement required skills and behaviors

Knowledge on how to change

Desire to participate and support the change

Awareness of the need for change

Ability to apply change management

Knowledge on how to apply change management

Desire to participate and support change management

Awareness of the need for change management

Reinforcement® to sustain change management

Applying the Prosci® ADKAR® Model to the change “doing change management”


Agenda

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Foundation• Who do you

need on board?

• How will you get them on board?




Recognition of the Value and Need for Change Management

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0% 25% 50% 75% 100%

Solution developersand designers

Front-line managersand supervisors

Middlemanagers

Executives andsenior leaders

Project leaders andproject managers

No Low Moderate High

Recognition of the value and need for change management

% with “moderate”

or “high” recognition

83%

80%

57%

45%

43%


“CM Takes CM” Roster

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Roles What “to adopt and use” means?

Aspects of job impacted

ADKAR analysis

Keys to success

Simple ADKAR Analysis:

A D K A R


Processes

Systems

Tools

Jobroles

Criticalbehaviors

Mindset/Attitudes/

Beliefs

Reportingstructure

Performancereviews

Compensation

Location

Template

Aspects of a their jobs

impacted when they fulfill their

role in CM

What does “to adopt and use” CM mean for this group?To…


A D K A R

Keys to engaging this group:•••


Processes

Systems

Tools

Jobroles

Criticalbehaviors

Mindset/Attitudes/

Beliefs

Reportingstructure

Performancereviews

Compensation

Location

Executives and Senior Leaders



role in CM


A D K A R

3 4 1 5 2

Keys to engaging this group:• “Stop talking about what you

do, and start talking about what you deliver”

• Language matters:• Not change management

• Capturing people-dependent ROI

• Benefit realization insurance

• Be the sponsor’s coach; make it as easy as possible for them to be a great sponsor

What does “to adopt and use” CM mean for this group?To actively and visibly participate throughout, build coalitions, and communicate directly.To get change management on to efforts.


Processes

Systems

Tools

Jobroles

Criticalbehaviors

Mindset/Attitudes/

Beliefs

Reportingstructure

Performancereviews

Compensation

Location

Managers and Supervisors



role in CM


A D K A R

4 2 2 2 2

Keys to engaging this group:• Passive vs. Active Awareness• Positioning CM

• Not as “something else”• As “something that helps

you help your employees• Creating the time and space to

manage change (priorities)

What does “to adopt and use” CM mean for this group?To be a communicator, advocate, coach, resistance manager and liaison.


Processes

Systems

Tools

Jobroles

Criticalbehaviors

Mindset/Attitudes/

Beliefs

Reportingstructure

Performancereviews

Compensation

Location

Employees



role in CM


A D K A R

4 3 1 2 2

Keys to engaging this group:• There are better and worse

ways to engage in change• Change is the new norm • This skillset positions you

to be a successful employee in this organization

What does “to adopt and use” CM mean for this group?To expect change, engage in times of change, and thrive at adopting and using change.


Processes

Systems

Tools

Jobroles

Criticalbehaviors

Mindset/Attitudes/

Beliefs

Reportingstructure

Performancereviews

Compensation

Location

Project Managers



role in CM


A D K A R

3 2 2 1 2

Keys to engaging this group:• CM and PM ultimately share a

common objective = to deliver expected results during change

• The people side of change compliments the technical side

• Change management is a rigorous and structured approach that maps to the project lifecycle

What does “to adopt and use” CM mean for this group?To plan for driving adoption and usage and integrate CM into PM.


Processes

Systems

Tools

Jobroles

Criticalbehaviors

Mindset/Attitudes/

Beliefs

Reportingstructure

Performancereviews

Compensation

Location

Project SMEs and Support



role in CM


A D K A R

4 3 3 2 2

Keys to engaging this group:• Supporting employees through

change to deliver expected results is the goal

• Your specific experience and expertise plays a crucial role

• A coordinated effort adds value

What does “to adopt and use” CM mean for this group?To partner in the effort to drive results and outcomes by catalyzing individual transitions.


“CM Takes CM” Roster

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Roles What “to adopt and use” means?

Aspects of job impacted

ADKAR analysis

Keys to success

Senior leaders ABC 4 + 2 3 | 4 | 1 | 5 | 2 … Managers CLARC 5 + 2 4 | 2 | 2 | 2 | 2 … Employees Expect, engage, thrive 3 + 2 4 | 3 | 1 | 2 | 2 … Project managers Plan for and integrate 6 + 2 3 | 2 | 2 | 1 | 2 … SMEs and support Partner 6 + 2 4 | 3 | 3 | 2 | 2 … Others?

Others?

Others?

Others?

Others?

Keep building out your CM roster


Foundation What, Why, Who

CM principles appliedto “doing CM” Specific applications

CM “roster” analysis Who and how of onboarding key roles?

Conclusion

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Prosci SolutionDelivering organizational results by

catalyzing individual transitions

http://www.prosci.com | http://[email protected] individual change competencies

Apply change management on initiativesEmbed organizational change capability

http://[email protected]

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Change Management Takes Change Management Webinar