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1. CHANGE MANAGEMENT OVERVIEW
Group Name
Location Name
Date
Keith Rickles

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FYI
This presentation is something I use when I’m teaching Change
Management.
It’s an interactive session where I’m explaining much more than is
represented on the slides and I’m answering questions. My audience is
typically made up of professionals in the construction materials
industry.
If you become confused while going through the presentation don’t
hesitate to email me. My contact info is on the last slide.
I hope you find this information helpful.

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What is Change
Management?
Change Management is a collective term for all approaches to
preparing and supporting individuals, teams, and organizations in
making organizational change.
It includes methods that redirect or redefine the use of resources,
business process, budget allocations, or other modes of operation that
significantly change a company or organization.
Source here.

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Change
is Difficult
~65% of corporate change initiatives fail. This has remained constant
since the 1970s
 Change management is historically outsourced or is voluntold to HR
Organizations are entities made of people. Organizations can only change
when people change.
Change is the only true innovation
 Innovation is anything that alters human behavior
The unfamiliar usually fails

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Why the
Unfamiliar Fails
No anchor to what is known
Requires lots of personal time & energy from each person
 Individual capacity for change is a moving target
Unfamiliar is difficult because it is new
Routine kills change even when the change is logically better
Pain of change > Pain of the same
We are lazy and prefer the pathway of least resistance.

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Vision Skills Incentives
Resources Action Plan
Change Management Keys to Success

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ConfusionSkills Incentives Resources Action Plan
StressVision Incentives Resources Action Plan
DisengagementVision Skills Resources Action Plan
FrustrationVision Skills Incentives Action Plan
False StartVision Skills Incentives Resources
ChangeVision Skills Incentives Resources Action Plan
Missing a Key leads to Failure

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Building a
Successful Plan
Once you have the Keys to Success covered you can move into the other
necessary areas of Change Management:
 Developing a strategy
 Creating awareness
 Selecting a Change Management model

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Senior management agrees on a clear vision of the end
Assemble a change management team
Select method
Start working
Engage with all employees then focus on those directly impacted
• Allow feedback and be open to revising the vision
• Communicate any changes
Change Management Strategy Components

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Communicate to everyone
Identify the people impacted by
the change
Identify the groups impacted
by the change
Have a champion for
each group
Continuously communicate
• The goal
• Wins as they occur
• Losses as they occur (and how to correct)
Change Management Awareness

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Accountability for
results
Increased
confidence
Shared approach
Alignment with
company goals
Unfamiliar fails
Provides a
framework
Common language
Why use a Change Management model?

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Introduction to Change
Management Models
The following slides offer an overview of the most used Change
Management models.
Understanding the pros & cons of each model is critical
Use the summaries to guide you toward 2 or 3 you think apply best to
your situation. Then do further research to decide on the model you will
use for change management.
 Sources are provided at the end to help you research.

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Kotter’s 8-Steps to Change Bridge’s Transition Prosci’s ADKAR
Covey’s 7 Habits Lewin’s Unfreeze-Mold-Freeze McKinsey’s 7-S
Nir Eyal’s California Role Roger’s Technology Adoption Curve Kubler-Ross Change Curve
Change Management Models

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1
5
37
8 2
46
FORM
A STRATEGIC VISION
& INITIATIVES
SUSTAIN
ACCELERATION
INSTITUTE
CHANGE
BUILD
A GUIDING
COALITION
GENERATE
SHORT-TERM WINS
ENLIST
A VOLUNTEER
ARMY
CREATE
A SENSE OF
URGENCY
ENABLE
ACTION BY
REMOVING
BARRIERS
THE BIG OPPORTUNITY
Kotter’s 8-Steps to Change
About
Dr. John Kotter of Harvard believed the business world can become a better
place through training leaders. His research and practice about how to
develop leaders lead him to spend much time on change management –
since most organizations survive through change by adapting to their
markets. He created the 8-Steps to Change in response to a need he
witnessed while working with executive leaders.

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Easy step-by-step process
Focuses on employee buy-in
Transition period is easy
PROS
No skipping steps
Ignores the actual change
Time consuming
CONS
1
5
37
8 2
46
FORM
A STRATEGIC VISION
& INITIATIVES
SUSTAIN
ACCELERATION
INSTITUTE
CHANGE
BUILD
A GUIDING
COALITION
GENERATE
SHORT-TERM WINS
ENLIST
A VOLUNTEER
ARMY
CREATE
A SENSE OF
URGENCY
ENABLE
ACTION BY
REMOVING
BARRIERS
THE BIG OPPORTUNITY
Kotter’s 8-Steps to Change

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Ending, Losing, Letting Go
The Neutral Zone
The New Beginning
Bridge’s Transition Model
About
William Bridges (1933 – 2013) was a change and transition authority. He
deeply believed change as something situational and that happens
without people. Once people recognize there is a change, the individuals
must make the psychological transition to the new reality.

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Focus on psychological change
Applies to individuals
PROS
Is not stand alone
CONS
Ending, Losing, Letting Go
The Neutral Zone
The New Beginning
Bridge’s Transition Model

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Awareness
• What is and isn’t working in my
organization
• What are my options
• Communicate that there is a
problem
• Focus attention on the most
important reasons to change
Desire
• Communicate benefits
for adoption of Scrum
• Identify risks involved
• Adress fears
Knowledge
• Learn new technical skills
• Learn to think as a team
• Learn how to timebox
• Share information
• Set reasonable targets
Action
• Employ a suitable
governance framework
• Training the basics
• Start small
• Don’t do it by stealth
• Adjust processes that
touch the Scrum teams
Reinforcement
• Engage a Scrum Coach
• Identify champions
• Share Scrum experiences
• Learn from early mistakes
A D K A R
maintenanceactionpreparationcontemplationpre-contemplation
engagement zoneenablement zone
Prosci’s ADKAR
About
The Prosci ADKAR Model is a goal-
oriented change management model
to guide individual and organizational
change. Created by Prosci founder Jeff
Hiatt, ADKAR is an acronym that
represents the five outcomes an
individual must achieve for change to
be successful: awareness, desire,
knowledge, ability, reinforcement®.

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Address business and people
Clear process
PROS
Omits leadership
Does not require strategic alignment
CONS
Awareness
• What is and isn’t working in my
organization
• What are my options
• Communicate that there is a
problem
• Focus attention on the most
important reasons to change
Desire
• Communicate benefits
for adoption of Scrum
• Identify risks involved
• Adress fears
Knowledge
• Learn new technical skills
• Learn to think as a team
• Learn how to timebox
• Share information
• Set reasonable targets
Action
• Employ a suitable
governance framework
• Training the basics
• Start small
• Don’t do it by stealth
• Adjust processes that
touch the Scrum teams
Reinforcement
• Engage a Scrum Coach
• Identify champions
• Share Scrum experiences
• Learn from early mistakes
A D K A R
maintenanceactionpreparationcontemplationpre-contemplation
engagement zoneenablement zone
Prosci’s ADKAR

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Covey’s 7 Habits
About
The 7 Habits of Highly Effective People, first published in 1988,
is a business and self-help book written by Stephen R. Covey.
Covey presents an approach to being effective in attaining goals
by aligning oneself to what he calls "true north" principles of a
character ethic that he presents as universal and timeless. His
work has been used by many organizations as a change
management model despite the original intent on individual
growth.
Stephen Covey’s
7 Habits of Highly Effective People
Be ProactiveHabit 1
Habit 2 Begin With The End in Mind
Habit 3 Put First Things First
Habit 4 Think Win-Win
Habit 5 Seek First to Understand, Then to be Understood
Habit 6 Synergize
Habit 7 Sharpen the Saw

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Establishes a culture of
communication and change
PROS
Long-term commitment
CONS
Covey’s 7 Habits
Stephen Covey’s
7 Habits of Highly Effective People
Be ProactiveHabit 1
Habit 2 Begin With The End in Mind
Habit 3 Put First Things First
Habit 4 Think Win-Win
Habit 5 Seek First to Understand, Then to be Understood
Habit 6 Synergize
Habit 7 Sharpen the Saw

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Lewin’s Unfreeze-Mold-Freeze
About
Kurt Lewin (1890 – 1947) is considered the father of social psychology. He had an interest in group dynamics which caused him to study change. His model
was developed to help people understand how to make change last beyond initial excitement or our ability to use will power to sustain change.

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Simple
Addresses people and process
PROS
Will not work for complex change
CONS
Lewin’s Unfreeze-Mold-Freeze

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Shared
Values
Structure
Systems
Style
Staff
Skills
Strategy
McKinsey 7-S
About
The McKinsey 7S Framework is a management model developed by well-
known business consultants Robert H. Waterman, Jr. and Tom Peters (who
also developed the MBWA-- "Management By Walking Around" motif,
and authored In Search of Excellence) in the 1980s. This was a strategic
vision for groups, to include businesses, business units, and teams. The 7
Ss are structure, strategy, systems, skills, style, staff and shared values.
(Wikipedia)

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Effective method to diagnose as-is
Holistic approach
PROS
Complexity
If one part changes all parts must
be revisited
CONS
Shared
Values
Structure
Systems
Style
Staff
Skills
Strategy
McKinsey 7-S

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Nir Eyal’s California Role
About
Nir Eyal is a published author and current thought
leader focusing on the intersection of psychology,
technology, and business. I created this model based
on his article about change found here.

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Forces you to grapple with
• Why change?
• How to make it easier for people to change.
PROS
New way to tackle a big issue
CONS
Nir Eyal’s California Role

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Selling Selling Selling
Innovators Laggards
Early Adopters
Late Majority
Early Majority
LATE MARKETEARLY MARKET
THECHASM
About
Diffusion of innovations is a theory that seeks to explain how, why, and at what rate new ideas and technology spread. Everett Rogers, a professor of
communication studies, popularized the theory in his book Diffusion of Innovations; the book was first published in 1962. Rogers argues that diffusion is
the process by which an innovation is communicated over time among the participants in a social system. (Wikipedia)
Roger’s Technology Adoption Curve (Diffusion of Innovation)

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Creates an understanding of
change an where I fit
Helps define change groups
PROS
People can drift depending on
• Type of change
• Current work stress
CONS
Selling Selling Selling
Innovators Laggards
Early Adopters
Late Majority
Early Majority
LATE MARKETEARLY MARKET
THECHASM
Roger’s Technology Adoption Curve (Diffusion of Innovation)

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Denial
Shock
Frustration
Integration
Decision
Experiment
Depression
Disbelief: Looking for evidence
that it isn’t true
Surprise or shock at
the event
Recognition that things are
different. Sometimes angry
Changes integrated:
a renewed individual.
Learning how to work in the new
situation: feeling more positive
Initial engagement with
the new situation
Low mood: lacking in energy
Time
Moraleandcompetence
The Kubler-Ross Change Curve
Creative Alignment
Maximize
Communication
Spark Motivation
Develop Capability
Share Knowledge
Kubler-Ross 5 Stage Model
About
Elisabeth Kübler-Ross (1926 – 2004) was a Swiss-
American psychiatrist, a pioneer in near-death
studies and the author of the groundbreaking
book On Death and Dying (1969), where she first
discussed her theory of the five stages of grief.
The five stages have been recognized as
universal and are often applied to many aspects
of life, especially change management.

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Focus on psychological change
Applies to individuals
PROS
Is not stand alone
CONS
Denial
Shock
Frustration
Integration
Decision
Experiment
Depression
Disbelief: Looking for evidence
that it isn’t true
Surprise or shock at
the event
Recognition that things are
different. Sometimes angry
Changes integrated:
a renewed individual.
Learning how to work in the new
situation: feeling more positive
Initial engagement with
the new situation
Low mood: lacking in energy
Time
Moraleandcompetence
The Kubler-Ross Change Curve
Creative Alignment
Maximize
Communication
Spark Motivation
Develop Capability
Share Knowledge
Kubler-Ross 5 Stage Model

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Combining Two Methodologies
Selling Selling Selling
Innovators Laggards
Early Adopters
Late Majority
Early Majority
LATE MARKETEARLY
MARKET
THECHASM
About
My experience of leading change management initiatives has
caused me to learn through trial and error. Over the last 20+ years
of my career, I’ve tried numerous methodologies and am willing to
try new ones in the future. However, my go-to methodology is
actually the combination of Roger’s and Kubler-Ross’ work. I’ve
found using these two methods together yields excellent,
predictable results. I’m saying this to encourage you to experiment
and use the tools as you think will work best for your organization.

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Gain benefits of both
PROS
Eliminating the negatives
CONS
Combining Two Methodologies
Selling Selling Selling
Innovators Laggards
Early Adopters
Late Majority
Early Majority
LATE MARKETEARLY MARKET
THECHASM

35. The best – maybe the only? – real, direct measure of “innovation” is
change in human behavior.
Stewart Butterfield
Co-founder Flickr & Slack

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Building a
Successful Plan
Understand the Keys to Success
Implement the Change Management Strategy Components
Create Awareness
Research and select a Change Management model
Start Working
 A kick-off party never hurts
 Celebrate your wins

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https://www.kotterinternational.com/8-steps-process-for-leading-change/
http://www.studylecturenotes.com/project-management/william-bridges-transition-model-guide-employees-through-change
https://cdn2.slidemodel.com/wp-content/uploads/7305-01-the-kubler-ross-change-curve-16x9-1.jpg
https://www.kotterinternational.com/8-steps-process-for-leading-change/
http://www.studylecturenotes.com/project-management/william-bridges-transition-model-guide-employees-through-change
https://cdn2.slidemodel.com/wp-content/uploads/7305-01-the-kubler-ross-change-curve-16x9-1.jpg
https://www.kotterinternational.com/8-steps-process-for-leading-change/
http://www.studylecturenotes.com/project-management/william-bridges-transition-model-guide-employees-through-change
https://cdn2.slidemodel.com/wp-content/uploads/7305-01-the-kubler-ross-change-curve-16x9-1.jpg
https://www.kotterinternational.com/8-steps-process-for-leading-change/
http://www.studylecturenotes.com/project-management/william-bridges-transition-model-guide-employees-through-change
Sources

38. Thank you!
Keith Rickles
emailkeith [at] keithrickles.com