The document discusses change management and defines it as addressing cultural issues when new processes or technologies are introduced, helping employees accept and adopt new programs by thinking differently, and including extensive listening, marketing, customized improvements and training to ultimately change behaviors into best practices. It emphasizes that change management programs should be uniquely suited to an organization's goals and challenges, and should be factored into implementations from the start rather than as an afterthought. Success is measured by adoption rates, time to savings, training effectiveness, satisfaction, and addressing "FUD factors" like fear, uncertainty and doubt that can undermine change. Executive sponsorship, tailored communications, changes supporting work practices, training, and transition support are key to a smooth change process.

1. Change is good…
when you manage it properly.

2. How do you define change management?
• Address the cultural issues of managing the resistance
and discomfort experienced by people in an
organization when new processes or technologies are
introduced.
• Help employees gain acceptance and adoption of a new
program and think differently.
• Includes extensive listening, marketing
communications, customized process improvements
and training.
• The goal is to ultimately change behaviors and turn
them into best practices.
• The more customized the program is to the specific
audience, the better.
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3. No Such Thing as “One Size Fits All”
•Any good Change
Management program should
be uniquely suited to goals and
challenges of that situation.
•It should not be treated as an
optional “bolt-on” component to
full implementations, essentially
an afterthought. If you’re not
factoring in Change
Management up front, you
could end up wasting a lot of
time and money on your
implementation.
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4. Measuring Success: Critically Important
A customized measurement approach can be the most
informative. Even so, here are a few of the primary
measures:
• End-user adoption rates
• Time to achieve expected savings
• Percentage trained vs. percentage effectively trained,
which requires evaluation of behavior change
• End-user satisfaction
• Overall client satisfaction, if working with a third party
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5. Executive Sponsorship Key to Success
He or she works with a:
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Change Management
consultant and the Client
Change Management Team
member to approve the
strategy, tactical plan and
associated messaging.
Public Relations, Human
Resources or Internal
Marketing &
Communications
representative to build the
strategy and tactical plan.

6. What to Look Out For—
FUD Factors
Fear
Uncertainty
Doubt
•Fear of learning something
new. I’m good at this, what if
I’m not good at that?
• Wondering if and how
their role will change. Will I
lose power or status?
• Don’t believe the change
is necessary.
• Fear of new expectations.
What if I can’t meet them?
• Confused by
communication that does not
deliver a consistent message.
•Fear of technology and
new processes that require
it. I barely use my cell phone,
let alone apps.
•Fear of obsolescence,
particularly with
outsourcing of any kind. My
skills may not be needed any
more.
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• Unclear about the what
and the why of a change.
Multiple and/or detailed
explanations may be required.
• Not involved in decision to
change, therefore no stake in
its success.
• Question executive
sponsorship and
commitment.
• “Temporary” behavior
change until it’s safe to go
back to business as usual.
• View program as a project
with an end and beginning, not
as a culture shift.
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7. 4 Part Plan for a Smooth Transition
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Tailored Communications
You can gain buy-in well before a transition with
frequent communications about how a change
will make everyone’s work easier, as well as
benefit the entire organization.
Tailor Changes to Support Work
Practices
Your Change Management partner should
understand each user’s needs and strive to
support—and improve—those processes.
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Training to Maximize Adoption
Transition/“Go-Live” Support
Organized training for small groups of users will
acquaint everyone with new processes and get
them comfortable.
A Change Management professional should be
available either on-site or on call to help ease
the transition from old to new and answer any
questions.
By making sure you have these four steps in place, you help reduce the fear
and anxiety that usually surround change.
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8. For more valuable insights,
visit GetOptimistic.com
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