Change management toolbox in editable Powerpoint

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1
By Former Deloitte Consultants
Change Management Toolbox
In Powerpoint & Excel
Awareness
Knowledge
Reinforcement
Ability
Desire

2Insert your Company & Project namesInsert your Company & Project names
Introduction
“ This change management training and the
PowerPoint & Excel change management tools have
been created by former Deloitte Management
Consultants. It is based on our 10+ years of experience
implementing PROSCI Change management
methodology which is used by more than three quarters
of Fortune 100 companies ”

Table of content
Change Manager Toolbox3
Change Management Description1
Change Management Implementation2

Change management definition
• The goal of change management is to help the individuals impacted by business and
technical changes in their company to adapt and be successful
Current state Transition Target state
Require a Project Management approach to change the
organization structure, job roles, processes and systems
Require a Change Management approach to help
individuals impacted by the business and technical
changes in their company to adapt and be successful
Business &
Technical
Change
People
change
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version at www.slidebooks.com

Change manager position description
• A Change Manager’s ultimate goal is to ensure that projects meet their objectives on time
and on budget by increasing employee adoption and usage
• A good Change Manager will increase the benefit realization, the value creation and ROI
of the projects
• To succeed he will have to work with many different stakeholders within the organization:
Change Manager
Senior Executives
Front-line ManagersProject Managers

Change manager key roles and responsibilities
• Assess the change impact and complete the change management assessments
• Develop a change management strategy using a methodology such as ADKAR
• Identify, analyze, prepare risk mitigation tactics
• Create a change management plan of actions
• Create actionable deliverables for the key change management levers
Strategy &
Planning
• Support project teams in integrating change management activities into their plans
• Support communication and training efforts
• Coach senior executives to help them fulfill the role of change sponsor
• Support and coach front-line managers
• Support organizational design and definition of roles and responsibilities
Stakeholder
Management
• Track and report issues
• Define and measure success metrics
• Monitor change progress
Monitoring
80
100
1200
20
40
60

Change manager key skills and qualifications
• Good knowledge of change management methodology and tools
• Experience with large-scale organizational change project
• Familiarity with project management methodology and tools
Change
Management
Experience
• Exceptional oral and written communication skills
• Excellent active listening skills
• Ability to establish and maintain strong relationships
• Team player and able to work effectively at all levels in an organization
• Flexible and adaptable
Interpersonal
Skills
• Acute business acumen and understanding of organizational issues and challenges
• Problem solving skills
• Organized with a natural inclination for planning strategy and tactics
• Forward looking with a holistic approach
Business
Skills

Table of content

Prosci1 3-Phase Process
The most commonly used process to implement change management in an organization
has been created by Prosci1 and is called Prosci 3-Phase Process:
Assess how much
change is needed for
the specific project
Objective
1.Define your change
management strategy
2.Prepare your change
management team
3.Develop your sponsorship
model
Main activities
Create the plans that
will be integrated into
the project activities
and implement it
1.Develop change management
plans
2.Take actions and implement
plans
Create specific action
plans for ensuring that
the change is
sustained
1.Collect and analyze feedback
2.Diagnose gaps and manage
resistance
3.Implement corrective actions
and celebrate successes
1.Change characteristics profile
2.Organizational attributes profile
3.Change management strategy
4.Change management team structure
5.Sponsor assessment, structure and
roles
Output
1.Communication plan
2.Sponsor roadmap
3.Training plan
4.Coaching plan
5.Resistance management plan
1.Reinforcement mechanisms
2.Compliance audit reports
3.Corrective action plans
4.Recognition approaches
5.Success celebrations
6.After action review
1.Preparing
for change
Phase
2.Managing
change
3.Reinforcing
change
1. A leader in change management research providing industry standard processes and tools (the ADKAR Model) and organizational
change management methods for managing the people side of change in organizations and government agencies

Prosci1 ADKAR model
• Prosci 3-Phase Process outlines the specific actions that a change management resource
or team would take for a particular project or initiative to help individuals build Awareness,
Desire, Knowledge, Ability and Reinforcement
Awareness
Desire
Knowledge
Reinforcement
Ability
CHANGE
1. A leader in change management research providing industry standard processes and tools (the ADKAR Model) and organizational
change management methods for managing the people side of change in organizations and government agencies
ADKAR model

Prosci ADKAR model
• Each one of the ADKAR Model 5 elements represents a particular objective that the
Change Manager will try to achieve:
of the need to changeAwareness
of how to change (and what the change looks like)Knowledge
to keep the change in placeReinforcement
to implement the change on a day-to-day basisAbility
to participate and support the changeDesire

The Prosci ADKAR model
• The ADKAR Model provides a list of enablers for each one of its 5 objectives:
• Management communications
• Customer input
• Marketplace changes
• Ready-access to informationAwareness
• Training and education
• Information access
• Examples and roles models
Knowledge
• Incentives and rewards
• Compensation changes
• Celebrations
• Personal recognitionReinforcement
• Practice applying new skills
• Practice applying new processes
• Coaching
• Mentoring
• Removal of barriersAbility
• Fear of job loss
• Discontent with current state
• Enhanced job security
• Career advancement
• Acquisition of power
• Incentive or compensation
• Affiliation and sense of belonging
• Hope in future state
• Trust and respect for leadership
Desire
Enablers

Table of content

Prosci's Project Change Triangle (PCT) assessment tool (1/2)
This tool is very useful to measure the 3 critical elements for successful change:
Represents the formulation of the strategy and direction for an
organization, and the required leadership to set the necessary changes
into motion
Description
Represents the fundamentals of managing a project, including the
design of work tasks and the management of resources to implement
changes on time and on budget
Represents the actions taken by the organization to help employees
transition from the current state to the desired future state
1.Executive
leadership
PCT Elements
2.Project
management
3.Change
management

Prosci's Project Change Triangle (PCT) assessment tool (2/2)
Double click to access the
editable Excel spreadsheet

Change management assessment tool (1/3)
This tool is very useful to assess the current change management state. Once you score the 5
components of the ADKAR model, your focus should go to the first ADKAR component that has less than
3 points

3 points

Organizational and individual change management connection tool
The Graphic below shows the connection between the change management tools developed in the organizational change
management process and the phases of individual change described by the ADKAR model
Awareness
Knowledge
Reinforcement
Ability
Desire
Change management tools
(The means)
ADKAR Phases of change
(The objectives)
Communications
Sponsorship
Roadmap
Coaching
Resistance
Management
Training

Communication plan template
A structured communication plan presents the right messages, at the right time, in the right format or
channel, and comes from the right sender

Sponsorship roadmap template
A comprehensive sponsorship roadmap lays out what the sponsor needs to be doing with the project
team, the peers and other senior managers, and the front-line employees

Coaching plan template
The coaching plan outlines the steps for involving managers in change management activities

Training plan template
The training plan will help to build the skills and capabilities identified in the needs assessment and gap
analysis

Resistance management plan template
The resistance management plan identifies which actions you can take to prevent potential or real
resistance

Tools for creating awareness of the need for change
Building awareness of the need for change
is the first critical step in successfully
managing change. The tools presented in
the next 4 slides will help you to provide
the right messages through the right
communicators using the right channels
at the right time

• When creating awareness of the need for change, you can use the useful Prosci's communication template shown
below, which covers a broad spectrum of topics that are important to your employees when a change is initiated:
• The current situation and the rational for the change
o Business issues or drivers that created the need for change
o Competitive issues or changes in the marketplace
o Customer issues
o Financial issues
• What might happen if a change is not made
Messages
about the
business today
• A vision of the organization after the change takes place
• Scope of the change (including process scope, organizational scope, systems and technology scope)
• Objectives for the change (what does success look like)
• Overall time frame to implement the change
• Alignment of the change with the business strategy
• How big the change is needed (how big is the gap between today and the future state)
• Who is most impacted and who is least impacted
• The basics of what is changing, how it will change and when it will change, including what will not change
Messages
about the
change
• The impact of the change on the day-to-day activities of each employee
• “What’s in it for me” (WIIFM) from the employee’s perspective
• Implications of the change on job security
• Specific behaviors and activities expected from the employee, including support of the change
• Procedures for getting help and assistance during the change
• Ways to provide feedback
• The expectation that change will happen and is not a choice
Messages
about how the
change
impacts
employees
• The schedule for the project overall
• When will new information be available
• How will information be shared about the project
• Major milestones and deliverables
• Key decision points
• Early success stories
Status updates
and progress
reports
Prosci's communication content template

• Communication channels can range from face-to-face meetings to newsletters or email announcements. A complete list
includes:
• Department or enterprise meetings
• Group meetings
• Focus groups
• One-on-one meetings
• Road show presentations (by project team)
• Town Hall meetings
• Team meetings
• Brown bag lunches
• Training courses and workshops
Face-to-face
options
• Emails
• Bulletin boards
• Cafeteria postings
• Change booklets
• Corporate newsletters (feature section)
• Demonstrations
• Frequently asked questions (memos or
newsletter feature)
• Internal memos
• Intranet pop-ups
• Leaflets
• Posters
• Project newsletters
• Videos
• Voicemails
• Webcasts
• Website (Intranet)
• Word of mouth
Alternate
communica-
tion
channels
• Marketplace changes
• Customer input
• Ready-access to information
• Employee rumors
Channels not under direct
control of management
Channel Matrix
Channels
under direct
control of
management

• A macroplan with the timing of when awareness building should begin is very important. Research shows that it is
preferable to share information early and often, and involve employees in the change process. Ideally, awareness
building could begin early by conducting workshops and interviews involving stakeholders in the as-is, to-be and gap
analysis.
2017
January Feb March April May June July August September October November December
Identification of
where we are
today
Awareness building timing
Identification of
where we want to
be tomorrow
Identification of
what should be
done to bridge the
gap
Beginning of the process of change
Awareness Building
Engage stakeholder in the as-is, to-be an gap analysis Clear communication prior to the beginning of the
process of change

• The communicator is as important as the message. This matrix below will help you to identify which communicator
should communicate which message:
Message / Communicator matrix
Messages about the business
today
Message Type
CEO or Senior Business
Executive
Communicator
Messages about the change
CEO or Senior Business
Executive
Messages about how the
change impacts employees
Direct Supervisor
Employees want to hear from
the person at the highest
possible level
Rationale
the person at the highest
possible level
their direct supervisor

Tools for building desire to participate and support the change
Building desire to participate and support
the change is the 2nd critical step in
successfully managing change. The tools
presented in the next slides will help you to
identify your audience and build desire
and motivate your employees to support
the change

The audience identification matrix will help you to clearly identify your audience. This matrix
includes the following information:
• The name, position and contact details of each employee impacted by the change
• The behavior of each employee toward change. The different type of behaviors can be divided in 3
groups:
• The first group is open and willing to change
• The second group is uncertain and hesitant about change
• The third group will not change
• The employee’s Personal context for change
• Employee's personal and family situation
• Employee's professional career history and plans
• The degree that this change will affect the employee personally
• Organizational context for change
• Organization / Business unit's history with change
• Organization / Business unit's values and culture
• Actions to undertake to build the employee’s desire to participate and support change

List of actions to create a desire to change (1/2)
Listen and understand
objections
Action title
• Listen with empathy and understand the objections of the
employees. In many situation, employees just want to be
heard and to voice their objections
• Provide clarity if misunderstandings
Action description
Focus on the "what" and
let go of the "how"
• Communicate the “what” needs to be change without
providing information on the “how”
• Transfer ownership of the “how” to the employees.
Employee involvement and ownership will naturally build
desire for change
Remove barriers
• Understand the personal situation of each employee in
order to identify potential barriers
• Find solutions to address these barriers
• Avoid debating or arguing with
employees
Comment
• This action is useful in small groups
and departments in which the
change has little or no impact on
other groups
• Barriers could be family issues,
health or money
Provide simple, clear
choices and
consequences
• Communicate in simple and clear terms what the choices
and consequences are for each employee
Create hope
• Create desire to change by sharing your hope that the
future will be better both for employees and the
organization
• Providing clear choices and their
consequences put the control back
into the hands of employees
• The executive must have excellent
leadership skills to create hope
among employees
• The list of actions below created by Prosci in order to create a desire to change will help you to select the right action
according to the situation

List of actions to create a desire to change (2/2)
Show the benefits in a real
and tangible way
Action title
• Share case studies of similar companies who have
successfully competed a similar change
• Invite guests to provide personal testimonials
• Demonstrate the success of pilot program within you own
organization
Action description
Make a personal appeal
• Use a personal appeal such as “I believe in this change”,
“It is important to me” or “I want your support”,
Convert the strongest
dissenters
• Use special tactics and interventions to convert the
strongest dissenters. By doing so, the strongest dissenters
can become your strongest advocates
• Making the change real and
demonstrating that success is
possible can remove doubts and
fears that some employees feel
about change
Comment
• A personal appeal must come from
a trusted and respected manager
• If you are not successful in
converting the strongest dissenters,
then the next action may be a
viable option
Create a sacrifice
(After other actions have
failed)
• Send a powerful signal to the organization as a whole by
removing a key manager that is demonstrating resistance
to change
• Target a “Group 3” employee that was supposed to leave
the organization soon anyway
Use money or power
(After other actions have
failed)
• If a senior manager is resistant to the change but critical of
the success of the change, you can give him an incentive
(e.g. bonus program, new position) on the successful
completion of the change
• It is important to assess what the
manager’s contribution to the
change is worth to the business
• The list of actions below created by Prosci in order to create a desire to change will help you to select the right action
according to the situation
• Try to create a win-win situation
where you send a powerful
message to the organization and
the manager who is leaving gets a
good termination package

Tool to create knowledge on how to change
Building knowledge on how to change is
the 3rd critical step in successfully
managing change. The tool presented in
the next slide will help you to provide the
right content with the right channel

Knowledge Matrix
Training programs
Channel title
• Web-based online training
• Formal class-room training
• Presentations and / or discussions during
staff meetings
Channel description
Open and ready access to
information
• Electronic access through intranets
• Shared file servers
• Web pages
• Physical access to a project room or project
library
• Bulletin boards
• Workstations and Kiosks
Examples and role
models
• Hands-on demonstration
• Help from employees that are further along
in the learning curve
• A restatement of the business reasons for change
• A detailed description of the future state
• Description of the skills, knowledge and
behaviors that are needed by employees to
support the change
• What to do when the new processes or tools do
not work
Content
• Project schedules and milestones
• New policies
• Procedures and Process flowcharts and
descriptions
• New tools and software applications
• New job descriptions and roles
• Example on how to properly use new skills
• Example on how to use a new tool
• Example on how follow the new processes
• Knowledge refers to the learning process which includes learning about the change and information
about how to change. The Knowledge Matrix below will help you to provide the right information using
the right channel
Tool to create knowledge on how to change

Tool to develop the ability to change
The ability to change is the 4th critical step
in successfully managing change. The tool
presented in the next slide will help you to
develop the ability to change and to
counter common obstacles to ability

Ability Matrix
Physical
ability
Type of ability
Develop new or
different physical
abilities such as
carrying products,
driving a heavy vehicle
or writing on a keyboard
Ability description
Analytical or
cognitive
ability
Develop new or
different analytical or
cognitive ability such as
problem-solving, public
speaking or marketing
skills
Behavioral
ability
Develop new or
different behavioral
abilities such
interpersonal
relationships,
management or
listening skills
• Individual: strength,
coordination, size,
disabilities, medical
conditions
• Environmental: space
limitations, external
constraints
Common obstacles
• Mental: experience,
intellect, memory
• Psychological blocks:
past history, fear of
failure
• Habits and addictions
• Underlying values and
belief systems
• The ability matrix will help you to transfer knowledge into abilities and counter common obstacles:
Tool to develop the ability to change
• Ensure that coaches, supervisors, team leaders and
early adopters of change are prepared to assist
employees through the "learning curve" of developing
ability
• Diagnose the main obstacles or root causes of the
problem to developing ability for your change
• Plan, implement the intervention (e.g. oversight,
individual counselling, etc.) to address the main
obstacles or root causes of the problem, and assess
the results
Change manager role

Tool to reinforce change
The tool presented in the next slide will
help you to reinforce the change by
providing you a list of common
reinforcement actions

List of key reinforcement actions
Feedback from supervisors to employees saying "Thank you"
Tool to reinforce change
Visible recognition by senior level sponsors
Celebrations for the employees
Compensation and appraisal systems designed to support the
change
Performance measurement and corrective actions

Sources of
information
Managing Change and People in Libraries,
1st Edition T Massey
ADKAR: A Model for Change in Business,
Government and our Community
Sources of information
Managing Corporate Change by Klaus
Doppler and Christoph Lauterburg
Leading Change (Hardcover) by John P.
Kotter

Additional trainings
For a more comprehensive training, please go to
http://www.prosci.com/

43

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