NCCI Workshop - Final with poll results · NCCI Workshop July 14, 2016 Montreal, Canada ... 2. Government –State 3. Banking 4. Finance 5. Consulting 6. Oil and Gas 7. Government

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 ®


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

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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


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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.


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


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Today’s Workshop Agenda

What Is Change Management

A shared definitionPCT Assessment

Why is Change Management Important

Getting ResultsMitigating negative consequencesROI factors






7



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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


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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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


The achievements of an organization

are the results of the combined effort of each

individual.

-Vince Lombardi

12


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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


Sometimes, we’ll lose people during the transition

TC

C 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


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And lose even more when we get to the future state

TC

C 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

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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

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= 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 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

®


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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%


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


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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48%

62%70%

81%

0%

100%

Poor Fair Good Excellent

14%

32%

52%

71%

0%

100%


15%42%

76%

94%

0%

100%

Poor Fair Good Excellent0%

100%


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%


Percent of study participants who met

or exceeded objectives

Change management effectiveness

- Education- All

Impact of Change Management


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%


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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


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



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



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


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


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Workshop Agenda

What Is Change Management A shared definitionPCT Assessment


Getting resultsMitigating negative consequencesROI factors






33



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More Interconnected

Change

More Complex Change

BiggerChange

Faster Change


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


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


With poorly managed change, you can expect a bigger impact that will last longer


Incr

easi

ng r

esis

tanc

eD

ecre

asin

g pr

oduc

tivity

Time

Worry / uncertainty

Comfort / security

Risk / flight?


40


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Incr

easi

ng r

esis

tanc

eD

ecre

asin

g pr

oduc

tivity

Time

Worry / uncertainty

Comfort / security

Risk / flight


The reality is that change creates instability and introduces risk to the organization

41



Incr

easi

ng r

esis

tanc

eD

ecre

asin

g pr

oduc

tivity

Time

Project 1

Project 3

Project 2


Multiple changes within the organization aggravate and compound this risk

42


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Incr

easi

ng r

esis

tanc

eD

ecre

asin

g pr

oduc

tivity

Time

Dept. A

Dept. B

Dept. C

Dept. D


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


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


Why are we taking on the project in the first place?





Desired Outcomes

The Big Picture

46

On time

On budget

Achieve objectives

- lower costs- increased

efficiency- desired

outcomes


www.prosci.com 24


Workshop Agenda

What Is Change Management A shared definitionPCT assessment




Individual Change ManagementThe ADKAR frameworkADKAR assessment




47


How does this

individual make a

successful personal change?


www.prosci.com 25


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



you can impact

Processes

Systems

Tools

Jobroles

Criticalbehaviors

Mindset/Attitudes/

Beliefs

Reportingstructure

Performancereviews

Compensation


supporting these



50


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you can impact

Processes

Systems

Tools

Jobroles

Criticalbehaviors

Mindset/Attitudes/

Beliefs

Reportingstructure

Performancereviews

Compensation


supporting these



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®


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


www.prosci.com 28


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


Desire

Ability

Knowledge

Awareness

Understanding how to changeTraining on new processes and tools Reinforcement®

Change requires knowing how


www.prosci.com 29


Desire

Knowledge

Ability

Awareness Change requires new proficiency

The demonstrated capability to implement the desired change Reinforcement®


Change must be reinforced to be sustained

Actions and measures increase the likelihood a change will be continued

Desire

Knowledge

Ability

Awareness

Reinforcement®


www.prosci.com 30


Real Life Example

Same Change, Different Desires

59


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


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


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


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


www.prosci.com 34


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




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


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


www.prosci.com 35


What is required to achieve results and outcomes?





Desired Outcomes

The Big Picture

69

On time

On budget

Achieve objectives

- lower costs- increasedefficiency

- desired outcomes

Awareness

Desire

Knowledge

Ability

Reinforcement®


Workshop Agenda






Organizational Change Management Preparing for change Managing changeReinforcing change



70


www.prosci.com 36


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® 3-Phase ChangeManagement Process








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

72


www.prosci.com 37













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

73


Five LeversCommunications Plan

Sponsor Roadmap

Coaching Plan

Training Plan

Resistance Mgmt Plan

Future

Project Objectives













www.prosci.com 38













Compliance auditsGap identificationSuccess celebrationReinforcement mechanismsTransfer of ownership

75


Change Management ActivitiesDrive Individual Milestones

Individual:

Awareness Desire Knowledge Ability Reinforcement

Communication plan

Sponsor roadmap

Coaching plan

Training plan

Resistance Mgmt

Organizational:

76


www.prosci.com 39


What Can We Do To Drive and Support Individual Transitions?


“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

77


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


78


www.prosci.com 40






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

79


Workshop Agenda









80


www.prosci.com 41


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

81


“Some people change when they see the light, others when they feel the heat.”

- Unknown


www.prosci.com 42


What Are the Most Common Types of Resistance in Your Organization

83

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



www.prosci.com 43


Ineffective Methods for Resistance Management

85

1 Ignoring that it exists

2 Broadcasting one-way communications

3 Using threats, fear or coercion

4 Dictating, mandating or forcing change


Most Resistant Groups

86


www.prosci.com 44


Reasons Why Employees Resist Change

87

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


Anticipating and AvoidingResistance

88


www.prosci.com 45


3 Modes to Managing Resistance


3 Modes to Managing Resistance

90

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


www.prosci.com 46


Remember the ADKAR® Barrier Point

91

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


10 Methods to Address Resistance

92

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


www.prosci.com 47


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



– 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”


www.prosci.com 48



– 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.

95

3 Method 3 – Remove barriers



– 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.

96

4 Method 4 - Provide simple, clear choices and consequences


www.prosci.com 49



– 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.

97

5 Method 5 – Create hope



– 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.

98

6 Method 6 - Show the benefits in a real and tangible way


www.prosci.com 50



– 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."

99

7 Method 7 – Make a personal appeal



– 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.

100

8 Method 8 – Convert the strongest dissenters


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– 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



– 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










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!


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 [email protected]

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NCCI Workshop - Final with poll results · NCCI Workshop July 14, 2016 Montreal, Canada ... 2. Government –State 3. Banking 4. Finance 5. Consulting 6. Oil and Gas 7. Government