The document outlines the five tenets of change management as presented in a Prosci webinar, emphasizing the importance of understanding the reasons for organizational change and the individual transitions required. It highlights that organizational outcomes depend on collective individual changes and proposes a structured approach for managing the people side of change to achieve desired results. Additionally, the document stresses the need for effective preparation, support, and communication to facilitate successful adoption of changes within organizations.

1. C H A N G E M A N A G E M E N T
Five Tenets of Change Management
Prosci Webinar

2. © Prosci. All Rights Reserved. 2
Agenda
• Understand the
What, Why and How
of change management
• Explore the 5 Tenets of CM
• Apply the 5 Tenets of CM
to one of your iniFaFves
Blank sheet
of paper

3. © Prosci. All Rights Reserved. 3
Introduc4on of the 5 Tenets of CM
Change Management: The People Side
of Change by HiaK and Creasey
1st ediFon: Sept 2003
2nd ediFon: Dec 2012
Rewrite of Chapter 1:
“Why change management?”
Advancement and simplificaFon
of the case for change management

4. © Prosci. All Rights Reserved. 4
Priority is a
function
of context.
Stephen R. Covey

5. © Prosci. All Rights Reserved. 5
1
2
3
4
5
We change for a reason.
OrganizaFonal change requires individual change.
OrganizaFonal outcomes are the collecFve
result of individual change.
Change management is an enabling framework
for managing the people side of change.
We apply change management to realize the
benefits and desired outcomes of change.
Prosci Five Tenets of CM

6. © Prosci. All Rights Reserved. 6
1
2
3
4
5
We change for a reason.
OrganizaFonal change requires individual change.
OrganizaFonal outcomes are the collecFve
result of individual change.
Change management is an enabling framework
for managing the people side of change.
We apply change management to realize the
benefits and desired outcomes of change.
Prosci Five Tenets of CM

7. © Prosci. All Rights Reserved. 7
Current Transition Future
A movement
out of
Through
To ulFmately
reach
* Arnold Van Gennep
“The Rites of Passage” +
Many other contributors
to the discipline
What is change?

8. © Prosci. All Rights Reserved. 8
“Current”
“TransiFon”
“Future”
Ending Neutral Zone New Beginning Bridges
Present TransiFon Future
Beckhard/
Harris
Red: Loss and Doubt
Yellow: Discomfort &
Discovery
Green: Understanding
and IntegraFon
Salerno/
Brock
Current Delta Desired LaMarsh
Upstream Midstream Downstream
Ackerman/
Anderson
Unfreeze Moving Re-Freeze Lewin
Present TransiFon Desired Conner
3 States of Change Comparisons
Van
Gennep
SeparaFon Liminality IncorporaFon

9. © Prosci. All Rights Reserved. 9
Today’s States of Change:
Many simultaneous – but s4ll Current-Transi4on-Future
C T F
C T F T F T F T F
C T F
T F
C T F C T F
C T F C T
C T F T F T F C
C T F
C T F C T F
T F C T
C T F
T F T F C
C T F
C T F T F T F T F T F
C T F C
C T
C T
F

10. © Prosci. All Rights Reserved. 10
Results, Outcomes and Benefits
come from future state > current state
CurrentFuture
>
Costs are lower than they were
Revenues are higher than they were
Errors are fewer than they were
Efficiencies are larger than they were

11. © Prosci. All Rights Reserved. 11
Internal External
Triggers
Goals
Strategic plans
Internal performance
CompeFFve threats
Customer demands
Market and economic shijs
New technologies
RegulaFon/legislaFon Demands to do more with less
Costs lowered
Revenues increased
Market share gained
Errors reduced
Efficiencies gained
Customers more saFsfied
Risk exposure decreased
ConFnuous improvement
The reasons for change
Internal/External + Triggers/Goals
RelaFonships extended

12. © Prosci. All Rights Reserved. 12
List the “reasons” for
your change:
What are the
objecFves, benefits
and expected results
and outcomes for the
project or iniFaFve?
1
Reasons

13. C H A N G E M A N A G E M E N T

14. © Prosci. All Rights Reserved. 14
1
2
3
4
5
We change for a reason.
OrganizaFonal change requires individual change.
OrganizaFonal outcomes are the collecFve
result of individual change.
Change management is an enabling framework
for managing the people side of change.
We apply change management to realize the
benefits and desired outcomes of change.
Prosci Five Tenets of CM

15. © Prosci. All Rights Reserved. 15
Future
ImplemenFng an ERP
Installing Electronic
Medical Records
DocumenFng and opFmizing
business processes
Move to a new
physical locaFon
We tend to focus on change
at the organiza4onal level.

16. © Prosci. All Rights Reserved. 16
OrganizaFons Don’t Change;
Individuals Do

17. © Prosci. All Rights Reserved. 17
I had used the old legacy system… Now I’m using the new integrated system
I had done what I needed to… Now I’m following the new processes
I had reported to… Now I’m reporFng to
F FFC C C
But each organiza4onal change impacts
how specific employees do their jobs
F F
F F F F F
C C
C C C C C

18. © Prosci. All Rights Reserved. 18
Transition
T
Current Future
C 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 F
T
T
T
F
F
F
F
F
F
F
F
The true unit of change is the individual

19. © Prosci. All Rights Reserved. 19
And your ini4a4ve will impact certain
aspects of how people do their jobs
Processes
Tools
Systems CompensaFon
Performance Reviews
ReporFng Structure
CriFcal Behaviors
Job Roles
LocaFon
Mindset/Aqtudes/Beliefs
Aspects of a
Person’s Job You
Can Impact

20. © Prosci. All Rights Reserved. 20
Yesterday Job Aspect Tomorrow
Size of
impact
Processes
Systems
Tool
Job Roles
Critical Behaviors
Mindset/Attitudes/Beliefs
Reporting Structure
Performance Reviews
Compensation
Location
Defining impact across the 10 aspects

21. © Prosci. All Rights Reserved. 21
IdenPfy the groups
impacted by the
change:
Which individuals
(groups) have to do
their jobs differently
when this change is
implemented?
2
Impacted
groups
Reasons
1

22. C H A N G E M A N A G E M E N T

23. © Prosci. All Rights Reserved. 23
1
2
3
4
5
We change for a reason.
OrganizaFonal change requires individual change.
OrganizaFonal outcomes are the collecFve
result of individual change.
Change management is an enabling framework
for managing the people side of change.
We apply change management to realize the
benefits and desired outcomes of change.
Prosci Five Tenets of CM

24. © Prosci. All Rights Reserved. 24
The achievements
of an organization
are the results of the
combined effort of
each individual.
Vince Lombardi

25. © Prosci. All Rights Reserved. 25
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 to a future state

26. © Prosci. All Rights Reserved. 26
“People side of change” is
about closing the gap
Requirements Results
Outputs Outcomes
Specifications Sustainment
Installation RealizaPon
Solutions Benefits
*
* Daryl Conner

27. © Prosci. All Rights Reserved. 27
How well are individuals
performing compared to the
level expected in the design of
the change?
How many employees
(of the total populaFon) are
demonstraFng “buy-in” and are
using the new soluFon?
How quickly are people up and
running on the new systems,
processes and job roles?
Speed of AdopPon UlPmate UPlizaPon Proficiency
3 People Side Factors
Determine/Constrain Results

28. © Prosci. All Rights Reserved. 28
AdopFon
contribuFon
InstallaFon
contribuFon
AdopFon
contribuFon
InstallaFon
contribuFon
AdopFon
contribuFon
InstallaFon
contribuFon
How much of our expected results and
outcomes depends on adop4on and usage?
Future
AdopFon
contribuFon
InstallaFon
contribuFon
20%
50%
80%
AdopFon ContribuFon = People Dependency of ROI
None All High Low Medium
PorFon of benefit
that depends on
individual transiFons
(CMROI)

29. © Prosci. All Rights Reserved. 29
“The results and outcomes
of workplace changes are
intrinsically and inextricably
Fed to individual employees
doing their jobs differently.”
Change Management: The People Side of Change
(page 1)

30. © Prosci. All Rights Reserved. 30
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
Connec4ng reasons to impacted groups
Reason #1
Reason #2
Reason #3
Reason #4
Impacted group A
Impacted group B
Impacted group C
Impacted group D
Impacted group E

31. © Prosci. All Rights Reserved. 31
Draw the
connecPons:
Which groups must
adopt and use the
change in order for
each “reason” or
objecFve to be
achieved?
3
Impacted
groups
Reasons
Connections
Bonus:
EsFmate the percentage of
expected results and outcomes
that depend on people changing
how they do their jobs?
21

32. C H A N G E M A N A G E M E N T

33. © Prosci. All Rights Reserved. 33
1
2
3
4
5
We change for a reason.
OrganizaFonal change requires individual change.
OrganizaFonal outcomes are the collecFve
result of individual change.
Change management is an enabling framework
for managing the people side of change.
We apply change management to realize the
benefits and desired outcomes of change.
Prosci Five Tenets of CM

34. © Prosci. All Rights Reserved. 34
M T W R F
An email on Monday
for training on Tuesday
for launch on Wednesday
is NOT the way to prepare and
equip individuals to
successfully change

35. © Prosci. All Rights Reserved. 35
Change management:
Preparing, equipping
and supporting individuals
through the change journeys
they experience as
part of your organizaFon

36. © Prosci. All Rights Reserved. 36
Prosci® ADKAR® Model
Individual Change Outcomes
A Awareness “I understand why…”
R Reinforcement “I will conFnue to…”
A Ability “I am able to…”
K Knowledge “I know how to…”
D Desire “I have decided to…”
When you create: You hear:

37. © Prosci. All Rights Reserved. 37
Prosci® 3 - Phase Change Management Process
Develop a customized and scaled approach
Create deliverables and plans to support ADKAR
Ensure that the change sPcks
• Readiness assessments
• Risk evaluaFon
• Impact Index
• Special tacFcs
• Sponsor assessment diagram
• Team preparaFon
• CommunicaFon plan
• Sponsor roadmap
• Coaching plan
• Training plan
• Resistance management plan
• Feedback collecFon
• Compliance audits
• Gap idenFficaFon
• CorrecFve acFons
• Success celebraFons
• Measurement
A holisFc, research-based, tool-rich
structured approach

38. © Prosci. All Rights Reserved. 38
Execs &
Senior Leaders
Front-Line
Middle Managers
& Supervisors
Change
resource/
team
Project
Team
Project
SMEs and
support
C 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 T T
T
T
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
ABC
CLARC
Adopt
& Use
Structure
Enable
Integrate
Focus
ExperFse
Experience
OrganizaFon Structure Change Structure
Roles in Change Management

39. © Prosci. All Rights Reserved. 39
Top Contributors to Success
GOAL:
Drive adopFon
and usage to
deliver expected
results and
outcomes
Sponsorship
CommunicaFon
Manager
Engagement
Employee
Engagement
Approach
Resources
IntegraFon
with PM

40. © Prosci. All Rights Reserved. 40
Notes on your
change management
approach:
• Are we using a
structured approach?
• Is it scaled and
customized?
• Do we have a budget?
• Who is doing the
change management?
• Are we aligning with
best pracFces?
4
Impacted
groups
Reasons
Change
management
approach
Connections3
21

41. C H A N G E M A N A G E M E N T

42. © Prosci. All Rights Reserved. 42
1
2
3
4
5
We change for a reason.
OrganizaFonal change requires individual change.
OrganizaFonal outcomes are the collecFve
result of individual change.
Change management is an enabling framework
for managing the people side of change.
We apply change management to realize the
benefits and desired outcomes of change.
Prosci Five Tenets of CM

43. © Prosci. All Rights Reserved. 43
48%
62%
70%
81%
0%
100%
Poor Fair Good Excellent
14%
32%
52%
71%
0%
100%
Poor Fair Good Excellent
15%
42%
76%
94%
0%
100%
Poor Fair Good Excellent
0%
100%
Poor Fair Good Excellent
We apply change management to…
Improve likelihood of change outcomes
• Improve project results
and outcomes
• Drive benefit realizaFon
and financial return
• Minimize risks
• Reduce “re” costs
Met or exceeded objecPves
On schedule
On budget
Change Management EffecFveness

44. © Prosci. All Rights Reserved. 44
= Lower
ROI
= Not What We
Expected/Hoped For
= Less Benefit
RealizaFon
= Unachieved
Improvement
We apply change management to…
Avoid a “Swiss cheese” future state
F F
F F F
F
F
F
F
F
F
F

45. © Prosci. All Rights Reserved. 45
We apply change management to…
Minimize nega4ve consequences

46. © Prosci. All Rights Reserved. 46
We apply change management to…
Mi4gate and reduce costs and risks
Costs Risks
Individuals
Project
OrganizaFon
The RE costs:
REwork REdesign
REdo REcope
REtrain REtreat

47. © Prosci. All Rights Reserved. 47
We apply change management to…
Drive people-side outcome variables
How well are individuals
performing compared to the
level expected in the design of
the change?
How many employees
(of the total populaFon) are
demonstraFng “buy-in” and are
using the new soluFon?
How quickly are people up and
running on the new systems,
processes and job roles?
Speed of AdopPon UlPmate UPlizaPon Proficiency

48. © Prosci. All Rights Reserved. 48
We apply change management to…
Capture people-dependent ROI
Gartner BPM Summit
Dec 12, 2014
Prosci Webinar
Feb 11, 2015

49. © Prosci. All Rights Reserved. 49
We apply change management to…
Deliver results and outcomes

50. © Prosci. All Rights Reserved. 50
Change management:
CHānj ‘manijmǝnt
Mobilizing people
to realize results

51. © Prosci. All Rights Reserved. 51
Tenet 5 Summary
Improve likelihood of change outcomes
Meet or exceed objecFves, on Fme and on budget
Avoid a “Swiss cheese” future state
Minimize negaFve consequences
MiFgate and reduce costs and risks
Drive people-side outcome variables
Capture people-dependent ROI
Deliver results and outcomes
We apply change
management to…

52. © Prosci. All Rights Reserved. 52
What do we hope to
realize with CM:
IdenFfy the value you
can create when you
do a great job of
preparing, equipping
and supporFng
people through the
changes they
experience (likelihood
of success, costs and
risks miFgaFon, etc.)
5
Impacted
groups
Reasons
Connections
Realization
and impact
Change
management
approach
4
3
21

53. C H A N G E M A N A G E M E N T

54. © Prosci. All Rights Reserved. 54
1
2
3
4
5
We change for a reason.
OrganizaFonal change requires individual change.
OrganizaFonal outcomes are the collecFve
result of individual change.
Change management is an enabling framework
for managing the people side of change.
We apply change management to realize the
benefits and desired outcomes of change.
You Can Apply the Five Tenets

55. © Prosci. All Rights Reserved. 55
1. We change for a reason.
Q: What are the reasons for your change? What are the organizaFonal
benefits and project objecFves?
2. OrganizaPonal change requires individual change.
Q: Who has to do their jobs differently (and how) as a result of your
project or iniFaFve?
3. OrganizaPonal outcomes are the collecPve result of individual change.
Q: How do the individual transiFons connect directly to the outcomes
you expect from your change?
4. Change management is an enabling framework for managing the
people side of change.
Q: What structured approach are you taking to prepare, equip and
support employees through the change?
5. We apply change management to realize the benefits and desired
outcomes of change.
Q: How important are the benefits and desired outcomes of the
change? How much are you willing to do (and invest) to make sure they
are realized by mobilizing employee adopFon and usage?
Interview ques4ons for your project managers and team members:
R
ma
a
4
1
5
Impacted
groups
R easons
Connections
R ealization
and impact
Change
management
approach
4
3
21

56. © Prosci. All Rights Reserved. 56
1
2
3
4
5
We change for a reason.
OrganizaFonal change requires individual change.
OrganizaFonal outcomes are the collecFve
result of individual change.
Change management is an enabling framework
for managing the people side of change.
We apply change management to realize the
benefits and desired outcomes of change.
Prosci Five Tenets of CM

57. © Prosci. All Rights Reserved. 57
Prosci Solution
Delivering organizaFonal results by
catalyzing individual transiFons
hKp://www.prosci.com | hKp://blog.prosci.com
changemanagement@prosci.com
Build individual change competencies
Apply change management on iniFaFves
Embed organizaFonal change capability
hKp://www.prosci.com
soluFons@prosci.com