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Copyright Prosci 2015. All rights reserved.
Research | Methodology | Training | Advisory Services
Increasing
Your Leadership Impact
Through
Change Management
www.prosci.com | 970-203-9332
Prosci
®
tcreasey@prosci.com @timcreasey
www.linkedin.com/in/timcreasey/
1
Copyright Prosci 2015. All rights reserved.
Bigger
Change
2
Copyright Prosci 2015. All rights reserved.
Faster
Change3
Copyright Prosci 2015. All rights reserved.
More
Complex
Change
4
Copyright Prosci 2015. All rights reserved.5
This will be interactive
You are expected to participate
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Start your
text with…
unique string
More
Cross
Functional
Copyright Prosci 2015. All rights reserved.6
What changes do you anticipate at your Club
in the next 24 months?
PUNCHLINE: Your Clubs have tremendous change coming in
the next 24 months – succeeding with these internal changes will
have a concrete impact on fulfilling your external mission.
9:45 session 11:15 session
Copyright Prosci 2015. All rights reserved.7
Copyright Prosci 2015. All rights reserved.
The achievements
of an organization
are the results of
the combined
effort of each
individual.
Vince Lombardi
8
Copyright Prosci 2015. All rights reserved.
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
9
Copyright Prosci 2015. All rights reserved.10
What are the impacts to your Club, your kids and your
community if you reach your own “great futures”?
PUNCHLINE: If you can support individuals toward their own
future states, you can move your Club to its future state and create
the meaningful, positive change you strive to create.
9:45 session 11:15 session
Copyright Prosci 2015. All rights reserved.
Your ability to deliver
on your MISSION
is directly impacted
by how effectively you
manage internal change
11
Copyright Prosci 2015. All rights reserved.12
KIDS’
CLUB’S
EMPLOYEES’
MEMBERS’
VOLUNTEERS’
Copyright Prosci 2015. All rights reserved.
TransitionCurrent Future
Employee/Member Individual Transitions
Impact Results and Outcomes
WithchangemanagementWithout
=
X project
benefits
created
Current FutureTransition
Individual
transitions
gets bumpy
Individual
transitions
takes longer
Individual
transitions
incomplete
Individual
transitions
not as expected
<X
13
Copyright Prosci 2015. All rights reserved.
How do we support
INDIVIDUALS through
their changes to achieve
Boys & Girls Club results?
14
Copyright Prosci 2015. All rights reserved.15
Change
Catalyzing
Questions
Why –Who – How Much – What
Copyright Prosci 2015. All rights reserved.
Change Management Blueprint
Achieving Results By Catalyzing Individual Change
Why
are we changing?
Who
has to do their
jobs differently?
How
Much
depends on
individual
transitions?
What
can we do to drive and support individual transitions?
16
Copyright Prosci 2015. All rights reserved.17
It is not the
answer that
enlightens, but
the question.
Eugène Ionesco
Copyright Prosci 2015. All rights reserved.
Change Management Blueprint
Achieving Results By Catalyzing Individual Change
Why
are we changing?
Who
has to do their
jobs differently?
How
Much
depends on
individual
transitions?
What
can we do to drive and support individual transitions?
18
Copyright Prosci 2015. All rights reserved.
Why Are We Changing?
0
200
400
600
800
Future
Organizational Benefits Project Objectives
Revenue
Costs
Profits
Efficiencies
Compliance
Safety
Process Excellence
Customer Satisfaction
Specific metrics and
measurements for
improvement
How work will be different
after the change
19
Copyright Prosci 2015. All rights reserved.
Why Are We Changing?
Project
Objectives
1. ?
2. ?
3. ?
4. ?
5. ?
Your Project or Initiative
Organizational
Benefits
1. ?
2. ?
3. ?
4. ?
5. ?
20
Copyright Prosci 2015. All rights reserved.21
On a scale of 1 (muddy) to 10 (crystal):
how clearly are organizational benefits and
project objectives defined on your efforts?
PUNCHLINE: Defining the why behind changes is crucial –
data shows a direct correlation to meeting objectives.
“People don’t buy what you do, they buy why you do it.” Sinek
9:45 session 11:15 session
Copyright Prosci 2015. All rights reserved.
Definition of Goals and
Objectives Drives Results
22
Poorly
Defined
Goals and
Objectives
Adequately
Defined
Well
Defined
Very
Well
Defined
= met objectives= exceeded objectives
Copyright Prosci 2015. All rights reserved.
Why Are We Changing?
Example BGCA Changes
What are the
benefits for
your Club and
specific project
objectives for:
Embracing failure as a
means to success
Shifting from staff-based to
board-based fundraising
Updating and modernizing
your website
23
Copyright Prosci 2015. All rights reserved.
Change Management Blueprint
Achieving Results By Catalyzing Individual Change
Why
are we changing?
Who
has to do their
jobs differently?
How
Much
depends on
individual
transitions?
What
can we do to drive and support individual transitions?
24
Copyright Prosci 2015. All rights reserved.
Who Has to Do Their
Jobs Differently?
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
Future
Organizational
Benefits
and Project
Objectives
Individual
Transitions
(adoption and usage)
depend on
and require
Project
Objectives
1.
2.
3.
4.
5.
Organizational
Benefits
1.
2.
3.
4.
5.
25
Copyright Prosci 2015. All rights reserved.
Who Has to Do Their
Jobs Differently?
Individual Transitions
Group What does “to adopt and use” mean for this group?
Group What does “to adopt and use” mean for this group?
Group What does “to adopt and use” mean for this group?
Group What does “to adopt and use” mean for this group?
Group What does “to adopt and use” mean for this group?
26
Copyright Prosci 2015. All rights reserved.27
Aspects
of a
person’s
job you
might
impact
Processes
Systems
Tools
Job
roles
Critical
behaviors
Mindset/
Attitudes/
Beliefs
Reporting
structure
Performance
reviews
Compensation
Location
?
Copyright Prosci 2015. All rights reserved.
Who Has to Do Their
Jobs Differently?
Group
What “to adopt
and use” mean?
How big of
an impact?
Aspects of
job impacted
Processes
Systems
Tools
Job roles
Critical behaviors
Mindset/Attitude/Belief
Reporting structure
Performance reviews
Compensation
Location
28
Copyright Prosci 2015. All rights reserved.29
On a scale of 1 (never) to 10 (always):
do you define change at the granular, individual level?
PUNCHLINE: At 30,000 feet, change looks pristine and simple.
But change happens at the individual level; we must define
change at that granular level so we can drive individual transitions.
9:45 session 11:15 session
Copyright Prosci 2015. All rights reserved.
Who Has to Do Their
Jobs Differently?
30
Who has to do
their jobs
differently as
a result of:
Embracing failure as a
means to success
Shifting from staff-based to
board-based fundraising
Updating and modernizing
your website
Copyright Prosci 2015. All rights reserved.31
Just because it is
common sense
does not mean it is
common practice!
Will Rogers
Copyright Prosci 2015. All rights reserved.
Change Management Blueprint
Achieving Results By Catalyzing Individual Change
Why
are we changing?
Who
has to do their
jobs differently?
How
Much
depends on
individual
transitions?
What
can we do to drive and support individual transitions?
32
Copyright Prosci 2015. All rights reserved.
How Much Depends on
Individual Transitions?
Value/benefit
you expect from
the change effort
(Project VOI)
Portion of benefit
that depends on
individual transitions
(CMVOI)
“People Dependency”
None AllHighLow Medium
33
Copyright Prosci 2015. All rights reserved.
How Much Depends on
Individual Transitions?
Project
Objectives
1.
2.
3.
4.
5.
Organizational
Benefits
1.
2.
3.
4.
5.
Indicate how dependent
this benefit or objective
is on PEOPLE
ADOPTING AND USING
THE CHANGE
34
Project
Objectives
1.
2.
3.
4.
5.
Organizational
Benefits
1.
2.
3.
4.
5.
Copyright Prosci 2015. All rights reserved.35
For a project you are working on, estimate the overall percent of
expected results and outcomes that depend on employee
adoption and usage (round to the nearest 0 or 5)
PUNCHLINE: A considerable portion of the results, outcomes
and value from our internal changes depends on supporting
and equipping successful individual transitions.
9:45 session 11:15 session
Copyright Prosci 2015. All rights reserved.
Gartner BPM Summit
Dec 12, 2014
Prosci Webinar
Feb 11, 2015
36
Copyright Prosci 2015. All rights reserved.
How Much Depends on
Individual Transitions?
37
How much of our
expected results
and outcomes
depend on
individual
transitions for:
Embracing failure as a
means to success
Shifting from staff-based to
board-based fundraising
Updating and modernizing
your website
Copyright Prosci 2015. All rights reserved.
Change Management Blueprint
Achieving Results By Catalyzing Individual Change
Why
are we changing?
Who
has to do their
jobs differently?
How
Much
depends on
individual
transitions?
What
can we do to drive and support individual transitions?
38
Copyright Prosci 2015. All rights reserved.
What Can We Do To Drive and
Support Individual Transitions?
CHANGE
MANAGEMENT
39
Copyright Prosci 2015. All rights reserved.
Change management:
CHānj ‘manijmǝnt
40
Catalyzing
individual transitions
to deliver
organizational results
Copyright Prosci 2015. All rights reserved.
How does
this person
make a
successful
personal
change?
41
Copyright Prosci 2015. All rights reserved.
PUNCHLINE
42
If you understand how a single
individual makes a change
successfully, you can catalyze and
support employees’ and members’
personal transitions to drive
change results and outcome
Copyright Prosci 2015. All rights reserved.
M T W R F
An email on Monday
for training on Tuesday
for “go live” on Wednesday
is NOT the way to prepare
and equip individuals to
successfully change
43
Copyright Prosci 2015. All rights reserved.
Prosci
®
ADKAR
®
Model
R
A
K
D
A
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
44
Copyright Prosci 2015. All rights reserved.
Real Life Example of ADKAR
45
SAVE OUR PLANET
Dear Guest,
Every day millions of gallons of
water are used to wash towels that
have only been used once.
YOU MAKE THE CHOICE:
A towel on the rack means
“I will use again.”
A towel on the floor means:
“Please replace.”
Copyright Prosci 2015. All rights reserved.
A Few More Real Life Examples
46
Same change, different Desires
Copyright Prosci 2015. All rights reserved.
A Few More Real Life Examples
47
App introduction screens – K and A
The
Weather
Channel
Fandango
Pulse
Copyright Prosci 2015. All rights reserved.
Prosci
®
ADKAR
®
Model
R
A
K
D
A
Reinforcement
“I will continue to…”
Ability
“I am able to…”
Knowledge
“I know how to…”
Desire
“I have decided to…”
Awareness
“I understand why…”
48
Copyright Prosci 2015. All rights reserved.49
Which ADKAR element do you think is the
most challenging in times of change?
PUNCHLINE: Desire is what we think will be most challenging.
But research data shows that the greatest source of resistance is
actually lack of awareness.
9:45 session 11:15 session
Copyright Prosci 2015. All rights reserved.
ADKAR Defines Success: For One
Person or Organization-Wide Changes
50
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Change with
one person
Or five
people…
Or twenty
people…
Or 1000
people…
Copyright Prosci 2015. All rights reserved.
Prosci
®
ADKAR
®
Model
51
What is the nature of the change?
Why is the change happening? Why now?
What happens if we don’t change?
Change begins with understanding why
R
A
K
D
A
Awareness IS:
Awareness of the NEED for change
Awareness is NOT:
Awareness that a change is happening
Copyright Prosci 2015. All rights reserved.
Desire is tricky because
You cannot MAKE Desire, but…
You can INFLUENCE Desire
Prosci
®
ADKAR
®
Model
52
What’s in it for me (WIIFM)?
What are the personal motivating factors?
What are the organizational motivations?
Change involves personal decisions
R
A
K
D
A
Copyright Prosci 2015. All rights reserved.
Prosci
®
ADKAR
®
Model
53
Training on and learning new behaviors,
skills, processes and tools
During and after the change occurs
Change requires knowing how
R
A
K
D
A
Knowledge is NECESSARY but not
SUFFICIENT for creating change
This is what Knowledge without
Awareness and Desire looks like
Copyright Prosci 2015. All rights reserved.
Prosci
®
ADKAR
®
Model
54
Demonstrated capability to implement the
change in performance or behavior
Change requires action in the right direction
R
A
K
D
A
There can be a Knowledge-Ability Gap
Knowledge = Ability/
Knowledge
Knowledge
Knowledge
Ability
Ability
Ability
Copyright Prosci 2015. All rights reserved.
Prosci
®
ADKAR
®
Model
55
Actions that increase the likelihood that
the change will be continued
Recognition and rewards to sustain
Change must be reinforced to be sustained
R
A
K
D
A
Without Reinforcement,
it is our tendency to revert back:
• Natural
• Physical
• Psychological
Copyright Prosci 2015. All rights reserved.56
Identify a change going on right now
that you can apply ADKAR to:
Copyright Prosci 2015. All rights reserved.
ADKAR Defines the MILESTONES
of Successful Individual Change
Awareness Desire Knowledge Ability Reinforcement
Awareness “I understand why…”
Desire “I have decided to…”
Knowledge “I know how to…”
Ability “I am able to…“
Reinforcement®
“I will continue to…”
57
Copyright Prosci 2015. All rights reserved.
ADKAR for “Shifting from staff-based
to board-based fundraising”
58
Awareness
Why?
Why now?
What if we don’t?
Desire
Personal and
Club motivating
factors to change
Knowledge
What do I
need to know
how to do?
Ability
Am I capable?
Are there barriers
preventing?
Reinforcement
What will cement
and keep this
change in place?
Copyright Prosci 2015. All rights reserved.
What role do
you
play in
helping this
person
change?
59
Copyright Prosci 2015. All rights reserved.
PUNCHLINE
60
As a leader in the organization,
you play an active role in catalyzing
individual change because people
look to and listen to you
You play a crucial and active role
(ABCs) in driving successful change
Copyright Prosci 2015. All rights reserved.61
In all 8 of Prosci’s studies,
active and visible executive
sponsorship was the #1
contributor to success
Copyright Prosci 2015. All rights reserved.
Three Roles of Sponsors
ABCs of Sponsorship
#1 Active and visible participation throughout
#2 Build a coalition of sponsorship
#3 Communicate directly with employees
62
It’s not just signing checks and charters
Copyright Prosci 2015. All rights reserved.
Active and Visible
Participation Throughout
Role and
Responsibilities
Title
63
Copyright Prosci 2015. All rights reserved.
Build a Coalition
of Support
Outreach Admin Board Programs Nutrition
64
Transport
Copyright Prosci 2015. All rights reserved.
Communicate Directly
With Employees & Members
Why?
Why now?
What if we don’t?
65
Copyright Prosci 2015. All rights reserved.
Biggest Sponsor Mistakes
66
Mistake #1: Failed to remain
visible and engaged
throughout the project
Mistake #2: Failed to
demonstrate
support for the project
in words and actions
Mistake #3: Failed to
effectively
communicate messages
about the need for change
Mistake #4: Ignored the
people side of change
Mistake #5: Delegated or abdicated
the sponsorship role and responsibilities
Copyright Prosci 2015. All rights reserved.
Change Management Blueprint
Achieving Results By Catalyzing Individual Change
Why
are we changing?
Who
has to do their
jobs differently?
How
Much
depends on
individual
transitions?
What
can we do to drive and support individual transitions?
67
Copyright Prosci 2015. All rights reserved.
16%
46%
77%
96%
0%
100%
Poor Fair Good Excellent
Change Management Correlates
to Meeting Change Objectives
68
Change Management Effectiveness
Percent of study
participants who met or
exceeded objectives
Benefit realization
Value creation
Minimize risks
Reduce “RE” costs
Copyright Prosci 2015. All rights reserved.
PUNCHLINE
You can drive more successful change
when you begin answering:
WHY
WHO
HOW MUCH
WHAT
69
Why
are we changing?
Who
has to do their
jobs differently?
How
Much
depends on
individual
transitions?
What
can we do to drive and support individual transitions?
Copyright Prosci 2015. All rights reserved.
1367 South Garfield Ave
Loveland, Colorado, USA 80537
+1 970-203-9332
www.prosci.com
www.change-management.com
The following are trademarks or registered trademarks of Prosci, Inc. All rights reserved. Prosci®; Project Change Triangle™ (PCT™); Awareness Desire Knowledge Ability Reinforcement®;
ADKAR®; Prosci® Change Management Maturity Model™; Preparing for Change, Managing Change, Reinforcing Change™
70
Copyright Prosci 2015. All rights reserved.71
Club Example: Updating and modernizing your website
Copyright Prosci 2015. All rights reserved.72
Club Example: Shifting from staff-based to board-based fundraising
Copyright Prosci 2015. All rights reserved.73
Club Example: Embracing failure as a means to success

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BGCA

  • 1. Copyright Prosci 2015. All rights reserved. Research | Methodology | Training | Advisory Services Increasing Your Leadership Impact Through Change Management www.prosci.com | 970-203-9332 Prosci ® tcreasey@prosci.com @timcreasey www.linkedin.com/in/timcreasey/ 1
  • 2. Copyright Prosci 2015. All rights reserved. Bigger Change 2
  • 3. Copyright Prosci 2015. All rights reserved. Faster Change3
  • 4. Copyright Prosci 2015. All rights reserved. More Complex Change 4
  • 5. Copyright Prosci 2015. All rights reserved.5 This will be interactive You are expected to participate pollev.com/prosci best second best pollev.com/prosci also available To: 22333 Start your text with… unique string More Cross Functional
  • 6. Copyright Prosci 2015. All rights reserved.6 What changes do you anticipate at your Club in the next 24 months? PUNCHLINE: Your Clubs have tremendous change coming in the next 24 months – succeeding with these internal changes will have a concrete impact on fulfilling your external mission. 9:45 session 11:15 session
  • 7. Copyright Prosci 2015. All rights reserved.7
  • 8. Copyright Prosci 2015. All rights reserved. The achievements of an organization are the results of the combined effort of each individual. Vince Lombardi 8
  • 9. Copyright Prosci 2015. All rights reserved. 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 9
  • 10. Copyright Prosci 2015. All rights reserved.10 What are the impacts to your Club, your kids and your community if you reach your own “great futures”? PUNCHLINE: If you can support individuals toward their own future states, you can move your Club to its future state and create the meaningful, positive change you strive to create. 9:45 session 11:15 session
  • 11. Copyright Prosci 2015. All rights reserved. Your ability to deliver on your MISSION is directly impacted by how effectively you manage internal change 11
  • 12. Copyright Prosci 2015. All rights reserved.12 KIDS’ CLUB’S EMPLOYEES’ MEMBERS’ VOLUNTEERS’
  • 13. Copyright Prosci 2015. All rights reserved. TransitionCurrent Future Employee/Member Individual Transitions Impact Results and Outcomes WithchangemanagementWithout = X project benefits created Current FutureTransition Individual transitions gets bumpy Individual transitions takes longer Individual transitions incomplete Individual transitions not as expected <X 13
  • 14. Copyright Prosci 2015. All rights reserved. How do we support INDIVIDUALS through their changes to achieve Boys & Girls Club results? 14
  • 15. Copyright Prosci 2015. All rights reserved.15 Change Catalyzing Questions Why –Who – How Much – What
  • 16. Copyright Prosci 2015. All rights reserved. Change Management Blueprint Achieving Results By Catalyzing Individual Change Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support individual transitions? 16
  • 17. Copyright Prosci 2015. All rights reserved.17 It is not the answer that enlightens, but the question. Eugène Ionesco
  • 18. Copyright Prosci 2015. All rights reserved. Change Management Blueprint Achieving Results By Catalyzing Individual Change Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support individual transitions? 18
  • 19. Copyright Prosci 2015. All rights reserved. Why Are We Changing? 0 200 400 600 800 Future Organizational Benefits Project Objectives Revenue Costs Profits Efficiencies Compliance Safety Process Excellence Customer Satisfaction Specific metrics and measurements for improvement How work will be different after the change 19
  • 20. Copyright Prosci 2015. All rights reserved. Why Are We Changing? Project Objectives 1. ? 2. ? 3. ? 4. ? 5. ? Your Project or Initiative Organizational Benefits 1. ? 2. ? 3. ? 4. ? 5. ? 20
  • 21. Copyright Prosci 2015. All rights reserved.21 On a scale of 1 (muddy) to 10 (crystal): how clearly are organizational benefits and project objectives defined on your efforts? PUNCHLINE: Defining the why behind changes is crucial – data shows a direct correlation to meeting objectives. “People don’t buy what you do, they buy why you do it.” Sinek 9:45 session 11:15 session
  • 22. Copyright Prosci 2015. All rights reserved. Definition of Goals and Objectives Drives Results 22 Poorly Defined Goals and Objectives Adequately Defined Well Defined Very Well Defined = met objectives= exceeded objectives
  • 23. Copyright Prosci 2015. All rights reserved. Why Are We Changing? Example BGCA Changes What are the benefits for your Club and specific project objectives for: Embracing failure as a means to success Shifting from staff-based to board-based fundraising Updating and modernizing your website 23
  • 24. Copyright Prosci 2015. All rights reserved. Change Management Blueprint Achieving Results By Catalyzing Individual Change Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support individual transitions? 24
  • 25. Copyright Prosci 2015. All rights reserved. Who Has to Do Their Jobs Differently? 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 Future Organizational Benefits and Project Objectives Individual Transitions (adoption and usage) depend on and require Project Objectives 1. 2. 3. 4. 5. Organizational Benefits 1. 2. 3. 4. 5. 25
  • 26. Copyright Prosci 2015. All rights reserved. Who Has to Do Their Jobs Differently? Individual Transitions Group What does “to adopt and use” mean for this group? Group What does “to adopt and use” mean for this group? Group What does “to adopt and use” mean for this group? Group What does “to adopt and use” mean for this group? Group What does “to adopt and use” mean for this group? 26
  • 27. Copyright Prosci 2015. All rights reserved.27 Aspects of a person’s job you might impact Processes Systems Tools Job roles Critical behaviors Mindset/ Attitudes/ Beliefs Reporting structure Performance reviews Compensation Location ?
  • 28. Copyright Prosci 2015. All rights reserved. Who Has to Do Their Jobs Differently? Group What “to adopt and use” mean? How big of an impact? Aspects of job impacted Processes Systems Tools Job roles Critical behaviors Mindset/Attitude/Belief Reporting structure Performance reviews Compensation Location 28
  • 29. Copyright Prosci 2015. All rights reserved.29 On a scale of 1 (never) to 10 (always): do you define change at the granular, individual level? PUNCHLINE: At 30,000 feet, change looks pristine and simple. But change happens at the individual level; we must define change at that granular level so we can drive individual transitions. 9:45 session 11:15 session
  • 30. Copyright Prosci 2015. All rights reserved. Who Has to Do Their Jobs Differently? 30 Who has to do their jobs differently as a result of: Embracing failure as a means to success Shifting from staff-based to board-based fundraising Updating and modernizing your website
  • 31. Copyright Prosci 2015. All rights reserved.31 Just because it is common sense does not mean it is common practice! Will Rogers
  • 32. Copyright Prosci 2015. All rights reserved. Change Management Blueprint Achieving Results By Catalyzing Individual Change Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support individual transitions? 32
  • 33. Copyright Prosci 2015. All rights reserved. How Much Depends on Individual Transitions? Value/benefit you expect from the change effort (Project VOI) Portion of benefit that depends on individual transitions (CMVOI) “People Dependency” None AllHighLow Medium 33
  • 34. Copyright Prosci 2015. All rights reserved. How Much Depends on Individual Transitions? Project Objectives 1. 2. 3. 4. 5. Organizational Benefits 1. 2. 3. 4. 5. Indicate how dependent this benefit or objective is on PEOPLE ADOPTING AND USING THE CHANGE 34 Project Objectives 1. 2. 3. 4. 5. Organizational Benefits 1. 2. 3. 4. 5.
  • 35. Copyright Prosci 2015. All rights reserved.35 For a project you are working on, estimate the overall percent of expected results and outcomes that depend on employee adoption and usage (round to the nearest 0 or 5) PUNCHLINE: A considerable portion of the results, outcomes and value from our internal changes depends on supporting and equipping successful individual transitions. 9:45 session 11:15 session
  • 36. Copyright Prosci 2015. All rights reserved. Gartner BPM Summit Dec 12, 2014 Prosci Webinar Feb 11, 2015 36
  • 37. Copyright Prosci 2015. All rights reserved. How Much Depends on Individual Transitions? 37 How much of our expected results and outcomes depend on individual transitions for: Embracing failure as a means to success Shifting from staff-based to board-based fundraising Updating and modernizing your website
  • 38. Copyright Prosci 2015. All rights reserved. Change Management Blueprint Achieving Results By Catalyzing Individual Change Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support individual transitions? 38
  • 39. Copyright Prosci 2015. All rights reserved. What Can We Do To Drive and Support Individual Transitions? CHANGE MANAGEMENT 39
  • 40. Copyright Prosci 2015. All rights reserved. Change management: CHānj ‘manijmǝnt 40 Catalyzing individual transitions to deliver organizational results
  • 41. Copyright Prosci 2015. All rights reserved. How does this person make a successful personal change? 41
  • 42. Copyright Prosci 2015. All rights reserved. PUNCHLINE 42 If you understand how a single individual makes a change successfully, you can catalyze and support employees’ and members’ personal transitions to drive change results and outcome
  • 43. Copyright Prosci 2015. All rights reserved. M T W R F An email on Monday for training on Tuesday for “go live” on Wednesday is NOT the way to prepare and equip individuals to successfully change 43
  • 44. Copyright Prosci 2015. All rights reserved. Prosci ® ADKAR ® Model R A K D A 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 44
  • 45. Copyright Prosci 2015. All rights reserved. Real Life Example of ADKAR 45 SAVE OUR PLANET Dear Guest, Every day millions of gallons of water are used to wash towels that have only been used once. YOU MAKE THE CHOICE: A towel on the rack means “I will use again.” A towel on the floor means: “Please replace.”
  • 46. Copyright Prosci 2015. All rights reserved. A Few More Real Life Examples 46 Same change, different Desires
  • 47. Copyright Prosci 2015. All rights reserved. A Few More Real Life Examples 47 App introduction screens – K and A The Weather Channel Fandango Pulse
  • 48. Copyright Prosci 2015. All rights reserved. Prosci ® ADKAR ® Model R A K D A Reinforcement “I will continue to…” Ability “I am able to…” Knowledge “I know how to…” Desire “I have decided to…” Awareness “I understand why…” 48
  • 49. Copyright Prosci 2015. All rights reserved.49 Which ADKAR element do you think is the most challenging in times of change? PUNCHLINE: Desire is what we think will be most challenging. But research data shows that the greatest source of resistance is actually lack of awareness. 9:45 session 11:15 session
  • 50. Copyright Prosci 2015. All rights reserved. ADKAR Defines Success: For One Person or Organization-Wide Changes 50 R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D AR A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D AR A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A R A K D A Change with one person Or five people… Or twenty people… Or 1000 people…
  • 51. Copyright Prosci 2015. All rights reserved. Prosci ® ADKAR ® Model 51 What is the nature of the change? Why is the change happening? Why now? What happens if we don’t change? Change begins with understanding why R A K D A Awareness IS: Awareness of the NEED for change Awareness is NOT: Awareness that a change is happening
  • 52. Copyright Prosci 2015. All rights reserved. Desire is tricky because You cannot MAKE Desire, but… You can INFLUENCE Desire Prosci ® ADKAR ® Model 52 What’s in it for me (WIIFM)? What are the personal motivating factors? What are the organizational motivations? Change involves personal decisions R A K D A
  • 53. Copyright Prosci 2015. All rights reserved. Prosci ® ADKAR ® Model 53 Training on and learning new behaviors, skills, processes and tools During and after the change occurs Change requires knowing how R A K D A Knowledge is NECESSARY but not SUFFICIENT for creating change This is what Knowledge without Awareness and Desire looks like
  • 54. Copyright Prosci 2015. All rights reserved. Prosci ® ADKAR ® Model 54 Demonstrated capability to implement the change in performance or behavior Change requires action in the right direction R A K D A There can be a Knowledge-Ability Gap Knowledge = Ability/ Knowledge Knowledge Knowledge Ability Ability Ability
  • 55. Copyright Prosci 2015. All rights reserved. Prosci ® ADKAR ® Model 55 Actions that increase the likelihood that the change will be continued Recognition and rewards to sustain Change must be reinforced to be sustained R A K D A Without Reinforcement, it is our tendency to revert back: • Natural • Physical • Psychological
  • 56. Copyright Prosci 2015. All rights reserved.56 Identify a change going on right now that you can apply ADKAR to:
  • 57. Copyright Prosci 2015. All rights reserved. ADKAR Defines the MILESTONES of Successful Individual Change Awareness Desire Knowledge Ability Reinforcement Awareness “I understand why…” Desire “I have decided to…” Knowledge “I know how to…” Ability “I am able to…“ Reinforcement® “I will continue to…” 57
  • 58. Copyright Prosci 2015. All rights reserved. ADKAR for “Shifting from staff-based to board-based fundraising” 58 Awareness Why? Why now? What if we don’t? Desire Personal and Club motivating factors to change Knowledge What do I need to know how to do? Ability Am I capable? Are there barriers preventing? Reinforcement What will cement and keep this change in place?
  • 59. Copyright Prosci 2015. All rights reserved. What role do you play in helping this person change? 59
  • 60. Copyright Prosci 2015. All rights reserved. PUNCHLINE 60 As a leader in the organization, you play an active role in catalyzing individual change because people look to and listen to you You play a crucial and active role (ABCs) in driving successful change
  • 61. Copyright Prosci 2015. All rights reserved.61 In all 8 of Prosci’s studies, active and visible executive sponsorship was the #1 contributor to success
  • 62. Copyright Prosci 2015. All rights reserved. Three Roles of Sponsors ABCs of Sponsorship #1 Active and visible participation throughout #2 Build a coalition of sponsorship #3 Communicate directly with employees 62 It’s not just signing checks and charters
  • 63. Copyright Prosci 2015. All rights reserved. Active and Visible Participation Throughout Role and Responsibilities Title 63
  • 64. Copyright Prosci 2015. All rights reserved. Build a Coalition of Support Outreach Admin Board Programs Nutrition 64 Transport
  • 65. Copyright Prosci 2015. All rights reserved. Communicate Directly With Employees & Members Why? Why now? What if we don’t? 65
  • 66. Copyright Prosci 2015. All rights reserved. Biggest Sponsor Mistakes 66 Mistake #1: Failed to remain visible and engaged throughout the project Mistake #2: Failed to demonstrate support for the project in words and actions Mistake #3: Failed to effectively communicate messages about the need for change Mistake #4: Ignored the people side of change Mistake #5: Delegated or abdicated the sponsorship role and responsibilities
  • 67. Copyright Prosci 2015. All rights reserved. Change Management Blueprint Achieving Results By Catalyzing Individual Change Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support individual transitions? 67
  • 68. Copyright Prosci 2015. All rights reserved. 16% 46% 77% 96% 0% 100% Poor Fair Good Excellent Change Management Correlates to Meeting Change Objectives 68 Change Management Effectiveness Percent of study participants who met or exceeded objectives Benefit realization Value creation Minimize risks Reduce “RE” costs
  • 69. Copyright Prosci 2015. All rights reserved. PUNCHLINE You can drive more successful change when you begin answering: WHY WHO HOW MUCH WHAT 69 Why are we changing? Who has to do their jobs differently? How Much depends on individual transitions? What can we do to drive and support individual transitions?
  • 70. Copyright Prosci 2015. All rights reserved. 1367 South Garfield Ave Loveland, Colorado, USA 80537 +1 970-203-9332 www.prosci.com www.change-management.com The following are trademarks or registered trademarks of Prosci, Inc. All rights reserved. Prosci®; Project Change Triangle™ (PCT™); Awareness Desire Knowledge Ability Reinforcement®; ADKAR®; Prosci® Change Management Maturity Model™; Preparing for Change, Managing Change, Reinforcing Change™ 70
  • 71. Copyright Prosci 2015. All rights reserved.71 Club Example: Updating and modernizing your website
  • 72. Copyright Prosci 2015. All rights reserved.72 Club Example: Shifting from staff-based to board-based fundraising
  • 73. Copyright Prosci 2015. All rights reserved.73 Club Example: Embracing failure as a means to success