Summary of Tim Creasey's Keyshop "Unlocking the Challenges of Change" for leaders looking to deliver more successful change with and through their people.

1. Unlocking the Challenges of Change
Tim Creasey, Prosci Chief Innovation Officer

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Change is hard.
Change is continuous.
Change success is accessible,
with and through our people.

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Bigger Change
Faster Change
More
Complex Cross
Functional Multi
Disciplinary

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More Information
More
Connected

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Your Strategy,
Mission, and People
Your Strategy,
Mission, and People

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Documented and optimized
a critical process
Announced a new
mindset for growth
Developed a new
enabling technology
People did not follow and
adhere to the process
People did not demonstrate
the necessary behaviors
People did not adopt and
use said technology
Two Sides of Change

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Unified Value Proposition
“People side”
executed by
change management
discipline
“Technical side”
executed by
project management
discipline
“Technical” does not just
mean ‘technological’

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What are we
trying to achieve?
How will we
know?
Why are we changing?
Why? Why now?
What if we don’t?
Why this instead
of that?
How are we effectively
designing, developing and
delivering the solution?
What are the we doing prepare,
equip and support our people to
adopt and use the solution?
Your changes…

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5 Change Questions to Ask & Answer (and Re-Ask & Re-Answer)
Question 1 Why are we changing?
Question 2 Who has to do their job differently (and how)?
Question 3 How much of our outcomes depend on adoption and usage?
Question 4 What will we do to support adoption and usage?
Question 5 How will driving adoption and usage improve results?

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1 2
3
4 5
Why are we
changing?
Who has to do
their job differently
(and how)?
How much of our
outcomes depend on
adoption and usage?
What will we do to support
adoption and usage?
How will driving adoption
and usage improve results?
What do we hope to realize with CM?
Identify the value you can create
when you do a great job of preparing,
equipping and supporting people
through the changes they experience.
1. How well are we supporting
individual change journeys
(ADKAR)?
2. How well am I fulfilling my role of
sponsor (ABCs)?
Identify and list the
groups that are
being impacted by
the change.
In short bullet points:
• Document the reasons
for change
• Document the
organizational benefits
• Document the project
objectives
Estimate the percentage
(%) of expected results and
outcomes that depends on
people changing how they
do their jobs.
Identify the potential costs
and risks of poor adoption
and usage for the initiative.

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Key “Reasons” Question
to Answer for People
Why?
Why now?
What if we don’t?
Why this instead of that?

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10 Aspects of Change Impact
Yesterday (before the change) Aspect Tomorrow (after the change) Degree (0-5)
Processes
Systems
Tools
Job Roles
Critical Behaviors
Mindset/Attitudes/Beliefs
Reporting Structure
Performance Reviews
Compensation
Location

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Project ROI
CM
ROI
Project ROI
People
Dependent
Project ROI
(CMROI)
vs
Different projects have different people-dependent ROI
Change management ROI = people-dependent project ROI

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Costs and risks of poor
adoption and usage
• abandoning of service/tool
• abandonment of truly good
change
• additional project costs
• additional time
• additional training
• additional travel
• alienation of team members
• ambiguity
• anger
• attrition
• audit failures
• audit findings
• bad attitudes
• bad data
• bad decisions
• budget cuts affecting project
support staff
• buying new technology - over
and over
• canceled project
• cash flow
• change calendars
• change overload
• change requests
• changing requirements
• changing timelines
• complications
• conflict
• confusion
• contractual penalties
• cost of a new technology tool
• customer dissatisfaction
• cycle of project failures
• cynical employees
• cynicism
• declining morale
• decreased confidence in
management
• delayed implementation
• delayed results
• delayed rollout
• delayed timeline
• delays
• dissatisfied customers
• distrust in leaders
• domino effects on other
projects
• duplication
• egg on leader's face
• employee disengagement
• employee experience
• employee frustration
• employee loss
• employee resistance
• excess time spent on task
• extended contracts
• extended project schedules
• extended utilization post
implementation
• failed efforts
• failed project results
• failed projects
• failure to deploy a major
implementation
• failure to provide accurate
details
• fear of new systems
• fines
• frustration
• further organizational 'scar
tissue'
• going back to the drawing
board
• go-live delay
• halting project
• "here we go again"
• high turnover
• hyper-care costs
• impact to customer
• inconsistent ways of working
• incorrect information
• initiative failure
• lack of adoption
• lack of comprehension of roles
and responsibilities
• lack of transparency
• lack of trust from end users of
tool
• lengthened time to ROI
• less delivered for more money
• longer delivery to market
• losing excellent employees
• losing key team members
• losing resources
• losing the audience of change
• loss of clients
• loss of credibility
• loss of customers
• loss of efficiency
• loss of high performing talent
• loss of institutional knowledge
• loss of key accounts
• loss of key talent
• loss of market value
• loss of money
• loss of moral
• loss of productivity
• loss of staff
• loss of time
• loss of trust
• low adoption
• low morale
• miscommunication
• mis-integration
• missed implementation dates
• missed requirements
• missed target ROI
• missing key milestone dates
• missing revenue goals
• morale degradation
• morale issues
• more hand holding
• more training
• negative comments
• negative customer impacts
• negative employee morale
• negative impact to reputation
of the project and sponsors
• negative impacts to future
change
• negative impressions of
program
• new system not used
• no results
• no usage
• over budget
• overtime costs
• plummeting service levels
• poor customer experience
• poor customer service
• poor marketing
• poor results
• poor service offering
• productivity drops
• project delays
• project failure
• pull out part of functionality
• pulling in consultants to help
post-change
• reboot
• re-communicate
• re-design
• re-development
• redo
• reduced confidence in future
• reduced trust in process and
project team
• re-engineer
• re-explaining
• regret
• regulatory impacts
• re-implementation
• re-launch
• remediation
• re-organization
• repeated training
• replace resources
• replace the entire software
with a new one
• replace with new system
• re-planning
• reputational risk
• re-scope
• resentment
• resignation
• resistance
• resistance to future change
• resistance when it didn't exist
initially
• resources
• resources undesignated
• re-start of projects
• re-train
• re-training
• reverting
• rework
• rogue solutions and shadow
systems
• ruined relationships
• rumors
• salary costs
• schedule change
• scope change
• scope creep
• shadow systems and all
maintenance costs for those
• silos between teams
• silos within integrator team
• skepticism
• staff dissatisfaction
• staff turnover
• stagnant workers
• stakeholders not available
• starting from square one again
• terminations
• time away from work to deal
with system errors
• travel
• trust issues with leaders
• turnover
• uncertainty
• underdeveloped requirements
• unfilled vacancies
• unhappy leaders
• unnecessary processing
• unnecessary software
development
• unorganized training
• unrealistic deadlines
• unused systems
• using incorrect success
measures
• wasted man hours
• wasted production time
• weak sponsorship
• "we've had enough"
• work disruption/stoppage

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ADKAR element Definition What you hear Triggers for building
Awareness Of the need for change “I understand why…”
Why?
Why now?
What if we don’t?
Desire
To participate and
support the change
“I have decided to…”
WIIFM
Personal motivators
Organizational motivators
Knowledge On how to change “I know how to…”
Within context (after A&D)
Need to know during
Need to know after
Ability
To implement required
skills and behaviors
“I am able to…”
Size of the K-A gaps
Barriers/capacity
Practice/coaching
Reinforcement To sustain the change “I will continue to…”
Mechanisms
Measurements
Sustainment
Support Individual Transitions – ADKAR
A
R
A
K
D

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Role of Sponsorship During Change from the Research
ABCs of Sponsorship
Actively and visibly
participate
throughout the project
Build a coalition
of sponsorship with
peers and managers
Communicate
directly with
employees
© 2020 Prosci Inc., Best Practices in Change Management

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Outcomes-
Centric
AND People-
Centric

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5 Tenets of Change Management – Plain Language Questions
Tenet 1
We change for
a reason.
Why are we changing?
Tenet 2
Organizational change requires
individual change.
Who has to do their job
differently (and how)?
Tenet 3
Organizational outcomes are the collective
result of individual change.
How much of our outcomes depend
on adoption and usage?
Tenet 4
Change management is an enabling framework
for managing the people side of change.
What will we do to support
adoption and usage?
Tenet 5
We apply change management to realize the
benefits and desired outcomes of change.
How will driving adoption and usage
improve results?

19. solutions@prosci.com | +1 970 203 9332 |prosci.com
Your global partner for change success

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© Prosci. All Rights Reserved.
Additional
Resources:
What is Change Management
• https://www.prosci.com/change-management
Unified Value Proposition Article
• https://www.prosci.com/resources/articles/unified-value-proposition
Defining Success Article
• https://www.prosci.com/resources/articles/measuring-change-management-effectiveness-with-metrics
Defining Change Impact Article
• https://www.prosci.com/resources/articles/defining-change-impact
Prosci ADKAR Model
• https://www.prosci.com/methodology/adkar
Structured Approach
• https://www.prosci.com/methodology/3-phase-process
Plain Language Questions
• https://blog.prosci.com/using-plain-language-questions-to-enable-more-effective-change
Roles in Change Management
• https://www.prosci.com/resources/articles/core-roles-in-change-management
Integrating CM and PM
• https://www.prosci.com/resources/articles/change-management-and-project-management-dimensions
Value of Change Management
• https://www.prosci.com/resources/articles/why-change-management

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