The People Side of Change

©Prosci. Used with permission under terms of license agreement.www.change-management.com

The People Side of Change

APSAC Professional Development Presentation

©Prosci. Used with permission under terms of license agreement. www.change-management.com

Getting Started

How many people take pride in the way you do your work today?

How many people believe that the work you do everyday directly contributes to Purdue’s success?

Look to the person next to you and thank them for a job well done.


Employees Have Found Meaning in Their Work

Most employees feel their work matters -- 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 stateDo not underestimate the power of

“comfort” with how things are todayThe 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.


Understanding Impact of Change on Everyday Jobs

Prosci CM Impact Index Group 1 Group 2 Scale

Overall impact on their day to day work 1 3 0 = Little or no impact

Amount of change to their work processes 1 3 1 = less than 25% impact

Amount of change to systems or tools they use 2 2 2 = less than 50% impact

Amount of change to job roles or responsibilities 0 1 3 = less than 75% impact

Other 0 0 4 = 100% impact

Impact Index 22% 56%

78% 44%

Degree of Impact

Group Name Group 1 Group 2


Change Management Maturity Model (Prosci)

Highest rate of project failure, turnover and

productivity loss

Highest probability of

success

People-dependent without any formal practices or plans

Little or no change management appliedAdhoc orabsentLevel 1

Many different tactics used

inconsistently

Some elements of change management are being applied in isolated projects

IsolatedprojectsLevel 2

Examples of best practices evident

Comprehensive approach for managing change is being applied in multiple projects

MultipleprojectsLevel 3

Selection of common approach

Organization-wide standards and methods are broadly deployed for managing and

leading change

OrganizationalstandardsLevel 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 competencyLevel 5

Highest rate of project failure, turnover and

productivity loss

Highest probability of

success

People-dependent without any formal practices or plans

Little or no change management appliedAdhoc orabsentLevel 1

Many different tactics used

inconsistently

Some elements of change management are being applied in isolated projects

IsolatedprojectsLevel 2

Examples of best practices evident

Comprehensive approach for managing change is being applied in multiple projects

MultipleprojectsLevel 3

Selection of common approach

Organization-wide standards and methods are broadly deployed for managing and

leading change

OrganizationalstandardsLevel 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 competencyLevel 5


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 changemanagement 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 changeAssessing the organization

Creating a change management strategy

Assessing team competencies

Preparing the change management team

Acquiring resourcesAssessing team

competenciesPreparing the change

management teamAcquiring 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 profileOrganizational attributes profileChange management strategy guidelinesChange management team structureSponsor structure and responsibilities

Phase 1 Preparing for change









Implement actions and 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 3 Reinforcing change

Awareness

Desire

Knowledge

Ability

Reinforcement

Desired outcomes

Customized activity design

Ch

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ristic

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Outputs:Communications planSupervisory coaching plan Training planReadiness management planSponsor roadmapProject team activitiesMaster schedule

Phase 2 -- Managing Change -- can be linked to the transition phase.

ADKAR


Phase 3 – Reinforcing Change -- 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 3 Reinforcing change



Change Management












celebrate successes


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)

OrganizationalAttributes (50)

Low ChangeReadiness

High ChangeReadiness

Small Incremental

LargeDisruptive

(44, 50)

(60)

(30)

(0) (30) (60)



Change Management












celebrate successes


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).


Not Everyone Changes at the Same Pace

Awareness Desire Knowledge Ability ReinforcementPerson B Awareness Desire Knowledge Ability ReinforcementPerson B

Awareness Desire Knowledge Ability ReinforcementPerson D Awareness Desire Knowledge Ability ReinforcementPerson D

Awareness Desire Knowledge Ability ReinforcementPerson C Awareness Desire Knowledge Ability ReinforcementPerson C

Awareness Desire Knowledge Ability ReinforcementPerson A

Awareness Desire Knowledge Ability ReinforcementPerson H Awareness Desire Knowledge Ability ReinforcementPerson H

Awareness Desire Knowledge Ability ReinforcementPerson G Awareness Desire Knowledge Ability ReinforcementPerson G

Awareness Desire Knowledge Ability ReinforcementPerson E Awareness Desire Knowledge Ability ReinforcementPerson E

Awareness Desire Knowledge Ability ReinforcementPerson I Awareness Desire Knowledge Ability ReinforcementPerson I

Person F Awareness Desire Knowledge Ability ReinforcementPerson F Awareness Desire Knowledge Ability ReinforcementPerson F Awareness Desire Knowledge Ability ReinforcementPerson 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

Create ADKAR Profile for Each Employee


Mapping ADKAR to Change Management Tools

Communications

Sponsor Roadmap

Supervisory Coaching

Training

Readiness Mgmt

Why are these channelscritical for change management?Why are these channelscritical for change management?


Mapping ADKAR cont.

These channels enable project

team to facilitate organization

through phases of ADKAR.

Communications

Sponsor Roadmap


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.



Change Management












celebrate successes


Best Practices Approach to Reinforcing Change

Preferred senders Immediate supervisor

Best Practices: Repeat messages 5 to 7 times Use face-to-face 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


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.

The People Side of Change

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