Knowledge practitioners have often faced challenges in ensuring the successful delivery of KM initiatives in Organisations. Organisational change management programs are vital to the success of a KM initiative. In fact, the reasons most often cited for why KM implementations did not deliver their expected benefits were organisational issues, such as insufficient communication; failure to integrate KM into everyday working practices; lack of training; and a lack of time to learn new systems and processes. Success in knowledge management (KM) was traditionally about systems, technologies and platforms. What is often neglected is the focus on applying Change Management strategy and techniques to KM initiatives in order to address traditional resistance to new work, processes or systems. This short, hands on session will walk the audience through on why Change Management is an effective and critical aspect of any KM initiative that impacts Culture and People. It will give participants a quick awareness and understanding of the ADKAR framework for Change Management. Participants will also be involved in interactive discussions on how they can implement the ADKAR framework into their KM initiatives. This presentation will conclude with the emphasis that, Change Management is a critical component of the success of KM in an Organisation.

1. APPLYING CHANGE
MANAGEMENT IN
ORGANISATIONAL KM WORK
SALLEH ANUAR
26 JUNE 2015

2. ABOUT THE PRESENTER
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Salleh Anuar has many years of ground experience in introducing
new initiatives, processes and learning methods in organisations. Prior
to joining WDA in Dec 2014, Salleh spent 14 years in the Singapore
Armed Forces in various capacities. During this time in the SAF, he has
introduced many new initiatives such as the SAF-wide new Fitness
program that was based on exercise science. This involved
overcoming decades old cultural mind-sets on how physical training
was conducted.
His last 3 years in the SAF was spent in the Centre for Leadership Development where
he was part of a team to introduce the Action Learning Process in the SAF. This involved
creating awareness, developing understanding, applying tools and reinforcing the new
way of learning for the SAF in order to operate in a volatile and uncertain world. Today,
the SAF applies the Action Learning Process as the key lessons learnt process. Salleh
subsequently went into private consulting practice for 3 years to consult on KM for
various organisations both public and private, focusing on metrics and analysis of root
issues of culture and people in organisations.
Salleh’s current work includes a dual portfolio as head of KM and Change
Management in WDA. He is a certified PROSCI© Change Management Practitioner.

3. TOPICS TO BE COVERED
• Why do some KM initiatives fail?
• Prosci ® ADKAR® Model & the People
Approach
• Resources
• Summary
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4. WHY DO SOME KM INITIATIVES FAIL?
Root Causes of Failure
• Employee resistance
• Ineffective management of the people side
of change
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5. EMPLOYEE RESISTANCE
When we introduce new processes, tools or templates
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We believe it will be a success!

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We expect them to welcome our new ideas

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We expect them to willingly volunteer to do the new work

9. ARE WE BEING REALISTIC?
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10. INEFFECTIVE MANAGEMENT OF THE
PEOPLE SIDE OF CHANGE
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11. INEFFECTIVE MANAGEMENT OF THE PEOPLE
SIDE OF CHANGE
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We believe communications and training is sufficient

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There is more to implementation than just project management!

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How then can we implement
KM initiatives successfully?
By applying a Change
Management Methodology

14. PROSCI® ADKAR® MODEL
• Awareness
• Desire
• Knowledge
• Ability
• Reinforcement®
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15. • Why is this KM initiative necessary?
• Why is this initiative happening now?
• What is wrong with what we are doing
today?
• What will happen if we don’t apply this KM
initiative today?
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AWARENESS
OF THE KM INITIATIVE

16. Factors influencing Success
• A person’s view of the current state
• How a person perceive problems
• Credibility of the sender of awareness messages
• The circulation of misinformation or rumours
• The contestability of the reasons for change
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AWARENESS
OF THE KM INITIATIVE

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Building Factors Resisting Factors
Communication with all
stakeholders
Comfort with status quo
Access to information Credibility of messenger / instigator
An event Debate or denial that change is needed
An observable condition / need Rumour machines & misinformation
AWARENESS
OF THE KM INITIATIVE

18. Factors influencing Success
• The nature of the initiative and how its impact
• The organization or environmental context for the
change
• Each individual person’s situation
• What motivates a person
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DESIRE
TO PARTICIPATE & SUPPORT THE INITIATIVE

19. DESIRE
TO PARTICIPATE & SUPPORT THE INITIATIVE
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Building Factors Resisting Factors
Incentive for individual -
personal gain
In comfort zone
Risk - fear of consequences if
don’t implement
Fear of unknown
Wish to Belong Change not in individual’s self-interest or
values
Willingness to follow a leader you
trust
No answer to “What’s in it for me?”
Alternative is worse Negative history of implementation -
personal or organisational
Face to face communication Individual situation

20. Factors influencing Success
• The current knowledge base of an individual
• The Capability of this person to gain additional
knowledge
• Resources available for education & training
• Access to or existence of the required knowledge
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KNOWLEDGE
ON HOW TO CHANGE

21. KNOWLEDGE
ON HOW TO CHANGE
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Building Factors Resisting Factors
Training & Education Gap between current & required
knowledge
Experience Insufficient time
Access to information Insufficient Resources
Mentoring Capacity to learn
Support to Achieve

22. ABILITY
TO IMPLEMENT REQUIRED SKILLS & BEHAVIOURS
Factors influencing Success
• Psychological Blocks
• Physical capabilities
• Intellectual capability
• The time available to develop the needed skills
• The availability of resources to support the
development of new abilities
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Building Factors Resisting Factors
Ongoing factors Lack of time to develop skills
Time Lack of support
Coaching Psychological blocks – existing behaviour
contrary to desired behaviour
Access to required resources Limitations of individual ability
Feedback Individual’s capabilities
ABILITY
TO IMPLEMENT REQUIRED SKILLS & BEHAVIOURS

24. REINFORCEMENT®
TO SUSTAIN THE INITIATIVE
Factors influencing Success
• The degree to which reinforcement is meaningful
and specific
• The association of the reinforcement with actual
demonstrated progress on accomplishment
• The absence of negative consequences
• An accountability system that creates an ongoing
mechanism to reinforce the change
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Building Factors Resisting Factors
Celebrations Reward not meaningful or associated
with achievement
Ongoing rewards / recognition Absence of reinforcement
Feedback Negative peer pressure to revert to old
ways
Holding to account Incentives that directly oppose the
change
Ongoing measurement
Ongoing accountability and
resource to embed the initiative
or change
REINFORCEMENT®
TO SUSTAIN THE INITIATIVE

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*Prosci© http://www.change-management.com/tutorial-certification-journal.htm
MAPPING CHANGE MANAGEMENT TOOLS
TO ADKAR®

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http://www.change-management.com/
RESOURCES

28. SUMMARY
• KM initiatives that requires a change in the
way people work requires a Change
Management Approach
• Prosci ® ADKAR® Model is one model for
enabling change in people
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29. Thank you!
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