Here are two Models to Support Change. Managing change can be hard work, but it does not need to be complicated. On the following pages, two models are presented that are effective in planning and leading any change project. 1. COMMITMENT CURVE Empathizing with your audience – stakeholders – as they engaged with the change is a critical first step. 2. CHANGE ARCHITECTURE Using a structured approach to plan for the change will help your stakeholders move up the commitment curve and become champions for the change.

1. Making Change Successful LET’S GET STARTED!
© Rustin Richburg, 2020

2. Two Models to
Support Change
Managing change can be hard work, but
it does not need to be complex. On the
following pages two models are
presented that are effective in planning
and leading any change project.
1. COMMITMENT CURVE
Empathizing with your audience –
stakeholders – as they engaged with the
change is a critical first step.
2. CHANGE ARCHITECTURE
Using a structured approach to plan for
the change will help your stakeholders
move up the Commitment Curve and
become champions for the change.
© Rustin Richburg, 2020

3. The Level of Support
SupportforChange
positive
negative
Time
The Commitment Curve plots an
individual’s or group of
individuals’ level of support for
the change over time.
Stakeholders can have a ‘positive’
or ‘negative’ view of the change.
© Rustin Richburg, 2020

4. Positive Commitment Phases
SupportforChange
Time
There are four Commitment Phases
identified on the positive support for
change axis. Stakeholders build
progressive commitment over time
and with increased knowledge,
engagement, and support.
AWARE
ADOPT
ACCEPT
ACT
Stakeholders know
about the change but
not the impact.
“I have heard about
the change.”
Stakeholders can
explain the impact of
the change.
“I understand why we
are changing and
how.”
Stakeholders are
positive about giving
the change a try.
“I believe the change is
the right thing to do.”
Stakeholders
champion the change
and bring others along.
“I am helping make the
change happen and
helping others as well.”
positive
© Rustin Richburg, 2020

5. Negative Commitment
Consequences
SupportforChange
Time
There are negative commitment
consequences that should be
avoided for a successful change.
By understanding the signs of non-
commitment, you can implement
interventions.
UNAWARE
NON-BELIEF
CONFUSION
FAILURE
negative
© Rustin Richburg, 2020

6. Successful
Change
Architecture
A successful change program navigates
those impacted by a change through the
Commitment Phases using both ”Supply
and Demand” and at a “Micro and
Macro” level.
SUPPLY – and – DEMAND
SUPPLY provides the inputs for the
change; while DEMAND prepares the
recipients for the change
MACRO – and – MICRO
MACRO focuses on the total organization;
while MICRO focuses at the individual
level impacted by the change
© Rustin Richburg, 2020

7. Change Capabilities
SUPPLY
DEMAND
MACRO
MICRO
change
LEADERSHIP
change
OWNERSHIP
change
ENABLEMENT
change
NAVIGATION
How can we best sponsor
the change in a way that
inspires all leaders to
champion the change?
How can we help all those
impacted by the change
feel engaged and positive
about the change?
What tools and support do
we need to give all those
impacted by the change to
help them be successful?
What governance and
management will be
required for the change
to be adopted?
© Rustin Richburg, 2020

8. Change Activities (non-exhaustive)
SUPPLY
DEMAND
MACRO
MICRO
change
LEADERSHIP
change
OWNERSHIP
change
ENABLEMENT
change
NAVIGATION
• Executive vision
• Organization’s objectives
• Sponsorship
• Communications and
engagement
• Training & support
delivered
• Change actualization
• Organization and job
design
• Process design
• Workplace design
• Training & support development
 Governance
framework
 Project management
tools
 Analytics
© Rustin Richburg, 2020

9. Strategy:
Moving up the
Curve
MEASURE WHAT MATTERS
Analytics provide insights into where each
of your stakeholders are on the
Commitment Curve.
SEQUENCE THE AUDIENCES
Sponsors, Change Agents, and
Stakeholders (those impacted by the
change) will each have a unique
Commitment Curve.
CREATE A CHANGE PLAN
Moving up the Commitment Curve
requires a distinctive focus for each stage
of the Curve.
© Rustin Richburg, 2020

10. Change Analytics
SupportforChange
Time
AWARE
ADOPT
ACCEPT
ACT
>75% of stakeholders:
Can explain the need
for change
>50% of stakeholders:
Explain the program of
change
>80% of stakeholders:
Can articulate the
impact on their job or
work
>75% of stakeholders:
Know where all to seek
more information
about the change
~95% of stakeholders:
Are planning to adopt
the change
>80% of stakeholders:
Believe the change will
be successful
>80% of stakeholders:
Are able to explain the
change at a process or
detail level
~100% of stakeholders:
Have adopted change
>90% of stakeholders:
Can explain the
program impact and
benefits
>80% of stakeholders:
Are willing to help
others adopt new ways
of working
Analytics provide insights and
inform actions that should be
taken to move all Stakeholders
along the Curve. Set your own
metrics that matter most.
METRICS
© Rustin Richburg, 2020

11. Sequencing Audiences
SupportforChange
Time
The change approach should
be staged to take each
audience up the Curve:
Sponsors then Agents then all
Stakeholders.
SPONSORS
CHANGE
AGENTS STAKEHOLDERS
Accountable for the
successful
implementation
of change in their area.
Responsible for the
successful change;
promotes and
supports the change.
Any individual whose
support for the change
and action is needed
to ensure success.
© Rustin Richburg, 2020

12. Plotting a Change Activities
SupportforChange
Time
AWARE
ADOPT
ACCEPT
ACT
Each element of Change
Architecture is be plotted along
the Curve. The sequence
creates a progression from
AWAREness through to ACTion.
PLOTTING
Begin with a focus
on change
NAVIGATION
Early change
LEADERSHIP is a
critical
Ultimately,
change
OWNERSHIP is
achieved for all
stakeholders
Change
ENABLEMENT
creates a
platform for
success
© Rustin Richburg, 2020

13. Make YOUR change a success GOOD LUCK!
© Rustin Richburg, 2020

14. © Rustin Richburg, 2020