Change Management Approach

©Prosci. Used with permission under terms of license agreement.
www.change-management.com
The$$People$Side$of$
Change
Thanks'to'Purdue'University'HR'
Department'and'Procsi
For'Academic'Use'Only

©Prosci. Used with permission under terms of license agreement. www.change-management.com
Employees)Have)Found)
Meaning)in)Their)Work
! Most%employees%feel%their%work%matters%22
that%they’re%contributing%to%something%larger%
than%themselves.%%The%majority%of%our%
employees%have%found%a%sense%of%meaning%in%
the%work%they%do%today.

Change'Readiness'and'Comfort
! Comfort'with'the'current'state
! Do'not'underestimate'the'power'of'
“comfort”'with'how'things'are'today
! The'natural reaction'to'change'is'pause'
and'reflection
“Many'change'agents'are'surprised'by'the'reaction'to'change,'
when'in'fact'they'should'plan'for'many'reactions.”

Three%Phases%of%Change
Current'
State
Transition'
State
Future'
State

Current'State
! Employees)generally)prefer)the)current)state
Current)
State
Transition)
State
Future)
State

Future&State
! The$future$state$is$unknown$to$the$employee.
Current$
State
Transition$
State
Future$
State

Transition)State
! The$transition$state$creates$stress$and$anxiety
Current$
State
Transition$
State
Future$
State

Today’s(Discussion
! What%is%change%management?
! How%do%we%manage%change%from%both%the%
individual%and%organizational%perspective?%%
! How%do%we%manage%readiness?%%%

What%is%
Change%Management?
A%structured%process%and%set%of%tools%
for%leading%the%people%side of%change.

Change'Management'
Maturity'Model'(Prosci)
Highest(rate(of(
project(failure,(
turnover(and(
productivity(loss
Highest(
probability(of(
success
People9dependent(
without(any(formal(
practices(or(plans
Little(or(no(change(management(applied
Adhoc(or
absent
Level(1
Many(different(
tactics(used(
inconsistently
Some(elements(of(change(management(are(
being(applied(in(isolated(projects
Isolated
projects
Level(2
Examples(of(best(
practices(evident
Comprehensive(approach(for(managing(
change(is(being(applied(in(multiple(projects
Multiple
projects
Level(3
Selection(of(
common(approach
Organization
9wide(standards(and(methods(
are(broadly(deployed(for(managing(and(
leading(change
Organizational
standards
Level(4
Continuous(
process(
improvement(in(
place
Change(management(competency(is(evident(
in(all(levels(of(the(organization(and(is(part(of(
the(organization’s(culture(and(intellectual(
property.
Organizational(
competency
Level(5
Highest(rate(of(
project(failure,(
turnover(and(
productivity(loss
Highest(
probability(of(
success
People9dependent(
without(any(formal(
practices(or(plans
Little(or(no(change(management(applied
Adhoc(or
absent
Level(1
Many(different(
tactics(used(
inconsistently
Some(elements(of(change(management(are(
being(applied(in(isolated(projects
Isolated
projects
Level(2
Examples(of(best(
practices(evident
Comprehensive(approach(for(managing(
change(is(being(applied(in(multiple(projects
Multiple
projects
Level(3
Selection(of(
common(approach
Organization
9wide(standards(and(methods(
are(broadly(deployed(for(managing(and(
leading(change
Organizational
standards
Level(4
Continuous(
process(
improvement(in(
place
Change(management(competency(is(evident(
in(all(levels(of(the(organization(and(is(part(of(
the(organization’s(culture(and(intellectual(
property.
Organizational(
competency
Level(5

Transition)Curve
Time
New Beginnings
Endings
Productivity
Neutral Zone - Transition -
Normal
Productivity
Excitement
Denial
Shock
Frustration
Apathy
Listlessness
Engagement
High)Energy
Anger
Confusion
Denial Commitment
Resistance Exploration
External2/2Environment
Internal2/2Self
Past

Blending(Organizational(and(
Individual(Approach
! At#an#organizational#level
! Using#a#structured#change#management#approach
! Engaging#sponsors#in#the#change#process
! At#an#individual#level#
! Building#change#competency#of#managers#and#supervisors
! Equipping#employees#to#have#the#right#conversations#about#
change#and#how#the#change#impacts#them

OnePurdue’s*
Comprehensive
Change*
Management**
Approach*
Phase*3*– Reinforcing*change
Phase*2*– Managing*change
Phase*1*– Preparing*for*change
Define&your&change
management&strategy
Prepare&your&change&
management&team
Develop&your&
sponsorship&model
Develop&change&management&plans
Take&action&and&implement&plans
Collect&and&analyze&feedback
Diagnose&gaps&and&manage&readiness
Implement&actions&and&
celebrate&successes

Sizing&the&change
Assessing&the&
organization
Creating&a&change&
management&strategy
Sizing&the&change
Assessing&the&
organization
Creating&a&change&
management&strategy
Assessing&team&
competencies
Preparing&the&change&
management&team
Acquiring&resources
Assessing&team&
competencies
Preparing&the&change&
management&team
Acquiring&resources
Assessing&sponsor&
competencies
Developing&sponsor&
models&and&enabling&
sponsors
Identifying&sponsors&
and&stakeholders
Assessing&sponsor&
competencies
Developing&sponsor&
models&and&enabling&
sponsors
Identifying&sponsors&
and&stakeholders
Outputs:
Sizing,the,change,profile
Organizational,attributes,profile
Change,management,strategy,guidelines
Change,management,team,structure
Sponsor,structure,and,responsibilities
Phase,1,, Preparing,for,change
Define&your&change
management&strategy
management&team
Develop&your&sponsorship&model
Phase,2,– Managing,change
celebrate&successes
Phase,3,– Reinforcing,change
Phase,1,– Preparing,for,Change,–
assesses,the,current,state,and,prepares,
for,the,transition.

Phase&2& Managing&change
Phase&1& Preparing&for&change
Define&your&change
management&strategy
management&team
Develop&your&sponsorship&model
celebrate&successes
Phase&3& Reinforcing&change
Awareness
Desire
Knowledge
Ability
Reinforcement
Desired&outcomes
Customized&
activity&
design
Change&characteristics
Organizational&attributes
Outputs:
Communications&plan
Supervisory&coaching&plan&
Training&plan
Readiness&management&plan
Sponsor&roadmap
Project&team&activities
Master&schedule
Phase&2&DD Managing&Change&DD can&be&linked&
to&the&transition&phase.
A
D
K
A
R

Phase&3&– Reinforcing&Change&22 provides&
a&framework&for&assessing&and&reinforcing&
progress&within&the&future&state.&
Listening(to(employees(
and(gathering(feedback
Auditing(compliance(
with(new(processes,(
systems(and(roles
Analyzing(change(
management(
effectiveness
Listening(to(employees(
and(gathering(feedback
Assessing(effectiveness((
of(new(processes,(
systems(and(roles
Analyzing(change(
management(
effectiveness
Developing(corrective(
action(plans
Enabling(sponsors(and(
coaches(to(manage(
resistance
Identifying(root(causes(
and(pockets(of(
resistance
Developing(action(plans(
Enabling(sponsors(and(
coaches(to(manage(
readiness(
Identifying(root(causes(
related(to(readiness((
Celebrating(early(
successes(and(
reinforcing(the(change
Conducting(“After(action(
reviews”(and(
transferring(ownership
Implementing(corrective(
action
Celebrating(early(
successes(and(
reinforcing(the(change
Conducting(“After(action(
reviews”(and(
transferring(ownership
Implementing(action(plans(
Phase&1&& Preparing&for&change
Define(your(change
management(strategy
Prepare(your(change(
management(team
Develop(your(sponsorship(model
Develop(change(management(plans
Take(action(and(implement(plans
Phase&2&– Managing&change
–
Collect(and(analyze(feedback
Diagnose(gaps(and(manage(readiness
Implement(actions(and(
celebrate(successes
Phase&3& Reinforcing&change

Sizing&the&Change
! Scope&the&Change (workgroup,*department,*division,*
enterprise)
! Determine&Number&of&Individuals&Impacted
! Define&Change&Type (policy,*process,*system,*
organization,*job*roles,*etc.)
! Determine&Amount&of&Change (incremental*
improvement*v.*dramatic*change)

Organizational+Attributes
! Value+system+and+culture (adaptability*to*change)
! Capacity+for+change (how*much*more*change*can*
the*organization*absorb)
! Leadership+styles+and+power+distribution
! Residual+effects+of+past+changes (past*failures*
may*result*in*“baggage”*that*burdens*a*future*change)
! Middle>management’s+predisposition+to+
change+

Organizational+
Assessment+Grid
Medium'risk High+risk
Low'risk Medium'risk
Change+characteristics+(44)
Organizational
Attributes+(50)
(44,+50)
(60)
(30)
(0) (30) (60)

ADKAR%is%useful%for%individual%change%
management%between%supervisor%and%
employees.
Awareness
Desire
Knowledge
Ability
Reinforcement

ADKAR is based on basic human truths that are
present even in the absence of change.
Awareness of surroundings and self.
The need to have control over our life.
A quest for growth and knowledge.
A hope to make a meaningful contribution.
The need to be recognized and appreciated.
ADKAR

ADKAR
! Awareness of#the#need#for#change#(why).
! Desire to#support#and#participate#in#the#change#
(our#choice).
! Knowledge about#how#to#change#(the#learning#
process).
! Ability to#implement#the#change#(turning#
knowledge#into#action).
! Reinforcement to#sustain#the#change#
(celebrating#success).

The$ADKAR$Model
Awareness of$the$need$for$change.
The$nature$of$the$change.
Why$is$the$change$happening?
What$is$the$risk$of$not$changing?

The$ADKAR$Model
Desire to$support$the$change.
Personal)motivation)to)support)the)change.
Organizational)drivers)to)support)the)
change.

The$ADKAR$Model
Knowledge on$how$to$change.
Understanding+how to+change.
The+details+of+what to+do.

The$ADKAR$Model
Ability to$implement$new$skills.
Demonstrated+ability+to+implement+the+
change.

The$ADKAR$Model
Reinforcement to$sustain$the$change.
Recognition,*rewards,*incentives,*realized*
benefits.

Not$Everyone$Changes$
at$the$Same$Pace
Awareness Desire Knowledge Ability Reinforcement
Person'B Awareness Desire Knowledge Ability Reinforcement
Person'B
Person'D Awareness Desire Knowledge Ability Reinforcement
Person'D
Person'C Awareness Desire Knowledge Ability Reinforcement
Person'C
Person'A
Person'H Awareness Desire Knowledge Ability Reinforcement
Person'H
Person'G Awareness Desire Knowledge Ability Reinforcement
Person'G
Person'E Awareness Desire Knowledge Ability Reinforcement
Person'E
Person'I Awareness Desire Knowledge Ability Reinforcement
Person'I
Person'F Awareness Desire Knowledge Ability Reinforcement

Employee A D K A R Notes/actions
Adam 4 5 2 2 4
Beverly 4 1 4 3 4
Charles 2 2 3 3 4
Denise 5 1 4 2 3
Employee A D K A R Notes/actions
Adam 4 5 2 2 4
Beverly 4 1 4 3 4
Charles 2 2 3 3 4
Denise 5 1 4 2 3
Create6ADKAR6Profile6
for6Each6Employee

Mapping'ADKAR'to'Change'
Management'Tools
Communications
Sponsor'Roadmap
Supervisory'Coaching
Training
Readiness Mgmt
Why are these channels
critical for change management?
Why are these channels
critical for change management?

Mapping'ADKAR'cont.
These channels
enable project
team to facilitate
organization
through phases of
ADKAR.
Communications
Sponsor'Roadmap
Supervisory'Coaching
Training
Readiness' Mgmt
Awareness
Desire
Knowledge
Ability
Reinforcement
Awareness
Desire
Knowledge
Ability
Reinforcement

ADKAR%Model
! ADKAR%describes%the%required%phases%that%
an%individual%will%go%through%when%faced%with%
change.
! ADKAR%is%a%foundational%tool%for%
understanding%“how,%why%and%when”%to%use%
different%change%management%tools.

Best%Practices%Approach%to%
Reinforcing%Change
Preferred%senders%
! Immediate(supervisor
Best%Practices:%
! Repeat(messages(5(to(7(times
! Use(face6to6face
! Answer(WIIFM((What’s(In(It(For(Me)
! Utilize(question(and(answer(format
! Understand(their(interpretation

Factors(Influencing(
Employee’s(Perspective(
on(Change
! Whether&they&trust&the&sender
! What&they&have&heard&from&others
! How&satisfied&they&are&with&work
! Experience&with&other&changes&at&work

Common%Change%
Management%Error
! A"common"mistake"change"management"
teams"make"is"to"not"train"managers"and"
supervisors"in"the"basic"principles"and"tools"for"
managing"change."These"managers"will"be"
instrumental"in"your"overall"success.

OnePurdue(Partners(
with(the(Supervisor
Communications
Sponsor(Roadmap
Supervisory(Coaching
Training
Readiness Mgmt
One$Purdue$OCM$is$bringing$aboard$
a$communications$manager$3/06/06
Consultation$on$how$to$utilize$critical$
change$management$tools$04/03/06
Consultation$on$how$to$utilize$critical$
change$management$tools$04/03/06

Today’s(Discussion
! Understanding+three+phases+of+change
! (Current,+Transition+&+Future)
! Change+management+is+a+structured+process+
and+set+of+tools+for+leading+the+people+side+of+
change.
! Individual+change+is+managed+through+the+
ADKAR+model.+++
! Supervisors+are+the+lynchpin+to+change+
management+success.+++++

Change Management Approach

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