Prosci-Webinar-Five-Tenets-Slides

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Prosci Change Management Webinar
Five Tenets of Change Management
The slides, PDF file of the slides, the one page handout and the contained
content are designed for use with participation in the webinar.
Copyright Prosci 2014. All rights reserved.1
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To help organizations build their own internal
change management competencies through
the development and delivery of tools and
methodologies
O i i l
About Prosci
®
Webinar purpose:
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Copyright Prosci 2014. All rights reserved.
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2
Agenda
• Two paths for answering
“why change management”
Blank sheet
of paper
why change management
• Prosci’s Five Tenets of
Change Management
• Applying the tenets
to your work
3
Release of the 2nd Edition of
Change Management: The People Side of Change
First released: Fall 2003
45 000+ in circulation45,000+ in circulation
Second edition released Dec 2012
Rewrite of Chapter 1:
“Why change management?”
Why change management?
Advancement and simplification of
the case for change management
4

3
Two Paths for Answering
“Why Change Management?”
1st edition: 2nd edition:
Consequences of not applying
change management
Advantages of applying
change management
The reality of how change actually
happens in an organization which leads to
the necessity of change management
 Five Tenets
5
“Priority is a function
of context ”of context.”
-Stephen R. Covey
The Five Tenets give appropriate
The Five Tenets give appropriate
context to change management
= desired benefits and outcomes
6

4
We change for a reason.
Prosci Five Tenets
1
Organizational change requires individual change.
Organizational outcomes are the collective result of
individual change.
Change management is an enabling framework for
managing the people side of change
2
3
4
managing the people side of change.
We apply change management to realize the benefits
and desired outcomes of change.5
7
We change for a reason.1
individual change.
2
3
4
8

5
What is change?
A movement
Th h
To ultimately
Current Transition Future
out of
Through
y
reach
* Arnold Van Gennep
“The Rites of Passage” +
Most other contributors
to the discipline
9
Issues & Opportunities
I l fInternal performance Financial results
Customer input
Competitive threats
Market shifts
New technologies
Strategic plans
Market shifts
Regulation/legislation
Demands to do more with less
Economic conditions
10

6
FutureCurrent FutureCurrent
Change goals:Change drivers: Change goals:
• Costs lower
• Revenues higher
• Market share larger
• Errors fewer
• Efficiency greater
Change drivers:
• Strategic plans
• Internal performance
• Market and economic shifts
• Customer input
• Competitive threats
• New technologies
• Customers more satisfied
• Risk exposure less
g
• Regulation/legislation
• Demands to do more with less
11
The reason we change is to reach a future state where
CurrentFuture
performance is better than in the current state.
>
>
12

7
3
2
1
List the “reasons”
f
1
Reasons
5
4
for your change:
What are the
objectives, benefits
and expected
results and
outcomes for the
project or initiative?
13
individual change.
2
3
4
14

8
Organizational change requires
individual change.
2
We tend to focus on “organizational change”g g
Future
Implementing an ERP
Installing Electronic
Medical Records
Documenting and optimizing
Documenting and optimizing
business processes
Move to a new
physical location
15
individual change.
2
But each organizational change impacts how
FC
g g p
specific employees do their jobs
I had used the old legacy system… Now I’m using the new integrated system
16

9
individual change.
2
FFC C
g g p
I had done what I needed to… Now I’m following the new processes
17
individual change.
2
F FFC C C
g g p
I had done what I needed to… Now I’m following the new processes
I had reported to… Now I’m reporting to
18

10
individual change.
2
F F F
F F F F
F F F F
F
F
F
FC C C C C
C C C C C
C C C C C
g g p
F F F
F F F
F
F
F
F
C C C C C
C C C C C
19
individual change.
2
The true unit of change is the individual
Transition
g
Current Future
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
F F F
F F F F
F F F F
T F
F
F
F
TC C C C C
C C C C C
T T T
T T T T
F F F
F F F
T
T
F
F
F
F
20

11
Identify the3
2
1 2
Impacted
groups
Reasons
groups impacted
by the change:
Which individuals
have to do their
jobs differently
when this change is
implemented?
5
4
implemented?
21
individual change.
2
3
4
22

12
Organizational outcomes are the
collective result of individual change.
3
“The results and outcomes of workplace changesThe results and outcomes of workplace changes
are intrinsically and inextricably tied to individual
employees doing their jobs differently.”
Page 1, Change Management: The People Side of Change
The organization only reaches its Future State
The organization only reaches its Future State
if individuals reach their own Future States.
23
C T F
C T F
C T F
FutureFuture
C T F
C T F
C T F
C T F
C T F
C T F
24

13
3
Speed of adoption: How quickly employees
move through their transition statemove through their transition state
T T T T
T T T T T
T T T T T
TT 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 T T T
T
S l o w Faster Fastest
TT T T
T T T T
T
T
TT T T
T T T T
T
T
TT T T
T T T T
T
T
25
3
Ultimate utilization: How many
l h th i f t t temployees reach their future state
Future
F F F
F F F F
F F F
F F F F
F
F
F
F
F
F
Future
F F F
F F F F
F F F
F F F F
F
F
F
F
F
F
FF F
F F F
F
F
F
F
FF F
F F F
F
F
F
F
26

14
3
Proficiency: How successfully employees
f i th i f t t t
Future
F F F
F F F F
F F F
F F F F
F
F
F
F
F
F
Future
perform in their future state
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
F
F
FF F
F F F
F
F
F
F
FF F
F F F
F
F
F
F
FF F
F F F
F
F
F
F
27
3
Especially with today’s changes,
l t hi hi /h f t t t
F
Future
F F
F F F F
F F F F
F
F
F
FF
Future
F F
F F F F
F F F F
F
F
F
F
one employee not reaching his/her future state
can prevent the project from delivering results
F F F
F F F
F
F
F
F
F F F
F F F
F
F
F
F
e.g. Enterprise Resource Planning end-to-end solution
28

15
3
Project ROI, successful
depend
j
results and
outcomes
F t
F F F
F F F F
F F F F
F
F
F
F
F t
individual
transitions
depend
on
Future
F F F
F F F
F F F F
F
F
F
F
F
29
Future
3
F
F F
F
Future
F
F F
F
F
F F
F
F
F F
F
Project
objectives:
Objective #1
Objective #2
Impacted
groups
F
F F
F
F
F F
F
F
F F
F
Objective #3
Objective #4
30

16
Draw the
Impacted
groups
Reasons
3
2
1
connections:
Which groups must
adopt and use the
change in order for
each “reason” or
objective to be
achieved?
3
5
4
Connections
achieved?
31
individual change.
2
3
4
32

17
Change management is an enabling framework
for managing the people side of change.
We need change management because:
4
g g
How can we enable and encourage employees
Change management provides the answer to:
The results and outcomes of change are based
on the success of individual transitions
How can we enable and encourage employees
to embrace, adopt and use a change in their
day-to-day work resulting from a project?
33
for managing the people side of change.4
H h l l th h th i t iti t t ?
How can we help employees out of their current state?
How can we help employees arrive at their future state?
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
F F F F
F F F F
F F F F
F
F
F
How can we help employees through their transition state?
C C C C C
C C C C C
C C C C C
TT 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
34

18
Individual Change Management
How does one person make a change successfully?How does one person make a change successfully?
Awareness of the need for change
Desire to participate and support the change
The Prosci®
ADKAR®
Model
Knowledge on how to change
Ability to implement required skills and behaviors
Reinforcement to sustain the change®
Organizational Change Management
What can the project team and change managementWhat can the project team and change management
resources do to support those individual transitions?
Develop a customized and scaled approach
Readiness assessments, Risk evaluation, Impact Index,
Special tactics, Sponsor assessment diagram, Team preparation
Create deliverables and plans to support ADKAR
p pp
Communication plan, Sponsor roadmap, Coaching plan,
Training plan, Resistance management plan
Ensure that the change sticks
Feedback collection, Compliance audits, Gap identification,
Corrective actions, Success celebrations, Measurement

19
Document change
Impacted
groups
Reasons
3
2
1
management
approach:
• Are we using a
structured approach?
• Is it scaled and
customized?
Wh i d i th 4
5
4
Connections
• Who is doing the
change management?
• Do we have a budget?
4
Change
management
approach
37
individual change.
2
3
4
38

20
We apply change management to realize the
benefits and desired outcomes of change.5
Because results and desired outcomes
depend on individual transitionsdepend on individual transitions
Future
F F F F
F F F F
F F F F
F
F
F
Organizational Individual
depends on
Future
F F F
F F F
F F F F
F
F
F
F
F
39
Because there are “people side” factors that
determine or constrain project ROIdetermine or constrain project ROI
T T T T
T T T T T
T T T T T
T
Speed of adoption Ultimate utilization Proficiency
FutureF F F F
F
F Future
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
TT T T
T T T T
T
T
S l o w Faster Fastest
FF F
F F F
F
F
F
F
FF F
F F F
F
F
F
F
FF F
F F F
F
F
F
F
Opt in vs. Opt out Ability to perform
40

21
Because there are costs and risk of ignoring or
mismanaging the people side of changemismanaging the people side of change
Costs Risks
Individuals
j
The REs:
REwork REdesign
REdo REcope
REtrain REtreat
Project
Organization
+ costs and risks of not
attaining desired benefits
and outcomes
41
Because the data shows that we dramatically
increase our likelihood of success when we
46%
77%
96%
40%
60%
80%
100%
espondentsthatmet
dprojectobjectives
increase our likelihood of success when we
apply effective change management
16%
46%
0%
20%
40%
Poor
(n=244)
Fair
(n=653)
Good
(n=834)
Excellent
(n=165)
Percentofre
orexceeded
Overalleffectivenessof changemanagementprogram
42

22
Regardless of the “story” we choose, the underlying
reason for applying change management is tied toreason for applying change management is tied to
project results, outcomes and benefits
Project:
Results
Unit of change is the individual
Speed of adoption, Ultimate utilization, Proficiency
Outcomes
Benefits
Costs, Risks, REs
Correlation to success
43
How will we know:
Impacted
groups
Reasons
3
2
1
• If employees are
adopting and
using the change?
• If benefits are
realized and 5
Connections
5
4
realized and
outcomes are
achieved?
5
Measurement
and metrics
Change
management
approach
44

23
We change for a reason.
Applying the Five Tenets to Your
Projects and Initiatives
1
individual change.
2
3
4
45
ImpactedReasons
1. We change for a reason.
Q: What are the reasons for your change?
2. Organizational change requires individual change.
Q: Who has to do their jobs differently as a result of your
Interview questions for your project managers and team members:
p
groups
Connections
Measurement
Change
a age e t
p j
3. Organizational outcomes are the collective result of
individual change.
Q: How do the individual transitions connect directly to
the outcomes you expect from your change?
4. Change management is an enabling framework for
Q: What structured approach are you taking to enable
l t b d t d th h ?
and metrics
management
approach
employees to embrace, adopt and use the change?
5. We apply change management to realize the benefits
and desired outcomes of change.
Q: How important are the benefits and desired outcomes
of the change? How much are you willing to do (and
invest) to make sure they are realized?
46

24
Prosci’s Five Tenets of
Change Management
individual change.
2
3
4
g g g
4
47
Prosci Change Management Offerings
Research‐based | Holistic | Easy‐to‐use
3‐day intensive program where you
apply the methodology, process and
tools to a real project as you learn
Earn CEUs, PDUs and HRCI credits
ll h d
Organizational licenses to Prosci models, tools, and
training materials:
Certification Licensing
• Deliver your own training programs
• Customize content to match your organization
• Translate into other languages
Open enrollment: Locations across the US and
around the world
Change Management Toolkit: 3‐ring binder with
CD/USB – the complete process and set of tools for
creating change management strategy and plans
Change Management Pilot Pro: Online tool with
“four‐click” access to methodology, tools,
Train‐the‐Trainer program: Learn to deliver Prosci’s
change management programs internally
Additional training
Products
Translate into other languages
• Integrate with existing tools and processes
Advanced Change Management: Opportunity to
At your location: Classes for up to 12 participants
Best Practices in Change Management (2014
edition): Benchmarking results from 822 change
practitioners – learn what works and what doesn’t
work for managing the people side of change
four click access to methodology, tools,
downloadable templates and assessments, and
numerous eLearning modules
expand your knowledge of the discipline
Audience‐based training: Change management
programs for executives to front line employees
ECM Boot Camp: One‐day workshop on building
organization‐wide change capabilities
48

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