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Advanced Applications of ADKAR
Featuring: Emma De La HayeAdvanced Prosci Instructor,
CMC Partnership
What’s On: ACMP UK Chapter
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Advanced Applications of ADKARProsci Webinar
Emma de-la-Haye, CMC Partnership
pollev.com/cmcpartnershipwww.cmcpartnership.com
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Advanced Applications of ADKAR
Leverage a structured approach and methodology
Facilitate individual change
Measure change outcomes
Create a common language for change
Integrate with project management
Empower managers
Equip senior leaders
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Individual Change Management Outcomes
Awareness of the need for change
Reinforcement to sustain the change
Ability to perform required skills and behaviors
Knowledge of how to change
Desire to support and participate in the change
A
A
D
K
R
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Most common responses about why participants use ADKAR
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Advanced Applications of ADKARPrevalence
Leverage a structured approach and methodology
Facilitate individual change
Measure change outcomes
Create a common language for change
Integrate with project management
Empower managers
Equip senior leaders
Effectiveness
© Prosci. All Rights Reserved. 10
Advanced Applications of ADKARPrevalence
Leverage a structured approach and methodology
Facilitate individual change
Measure change outcomes
Create a common language for change
Integrate with project management
Empower managers
Equip senior leaders
Effectiveness
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ADKAR as structured approach and methodology
Why• Simple and easy to use
• Focuses on user adoption
• Market reputation
HowImplementing:
• Integration intentionally planned
• Integrated into the project plan
• Educated the organization
• Assessed usage
On projects:
• Evaluate go/no-go
• ID root cause of resistance
• Orient change management activities
Results• More effective planning
• More effective tracking of progress
• Improved project delivery
• Consistent language for change
“We set a threshold level for all points in the ADKAR spectrum, and once we achieved them, we knew it was time to go.”
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ADKAR gives us the individual milestones we achieve with organizational change management activities
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For practitioners: “What are we trying to achieve?”
Communications that build awareness of the need for change
Communications plan “because we should have a
communications plan”
The implications of outcome-orientation
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Getting started with structured approach and methodology:
Ask: what outcome are we trying to achieve?
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Advanced Applications of ADKARPrevalence
Leverage a structured approach and methodology
Facilitate individual change
Measure change outcomes
Create a common language for change
Integrate with project management
Empower managers
Equip senior leaders
Effectiveness
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ADKAR to facilitate individual change
Why• Informs tailored action when
change is required
• Effective and easy to use
• Proactively identifies barriers to change
HowStarting points:
• Provide overt intro to ADKAR
• Apply ADKAR indirectly
Ongoing:
• Assess individual
• ID barrier points
• Develop and implement tailored action plans
Results• Enabled change progress
• Increased engagement
• Improved change maturity
“[ADKAR] helps people…look at change from an individual’s point of view, rather than focusing solely on scope, schedule and budget.”
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Getting started with facilitating individual change:
Apply ADKAR to yourself
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Advanced Applications of ADKARPrevalence
Leverage a structured approach and methodology
Facilitate individual change
Measure change outcomes
Create a common language for change
Integrate with project management
Empower managers
Equip senior leaders
Effectiveness
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ADKAR to measure change outcomes
Why• Easy to use
• Reliable results
• Actionable output
• Progress tracking
HowWhen:• Throughout project lifecycle• Gauging change readiness• Designing/evaluating CM activities• Seeking buy-in from senior leadersWho:• Impacted employees/super users• Senior leaders• Managers/supervisors• Project teamHow:• Surveys & hard-copy assessments• Interviews• Focus groups
Results• Adapt change management
tactics
• Focus and prioritize activity
• Measure effectiveness
• Report progress
“ADKAR allows you to measure where
individuals are in the change process so
change management activities can be
tailored and timely.”
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Measuring ADKAR throughout the project
lifecycle provides critical guidance to your
change management strategy
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Getting started with measuring change outcomes:
Pick one group and one method to start
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Advanced Applications of ADKARPrevalence
Leverage a structured approach and methodology
Facilitate individual change
Measure change outcomes
Create a common language for change
Integrate with project management
Empower managers
Equip senior leaders
Effectiveness
© Prosci. All Rights Reserved. 24
ADKAR to create common language for change
Why• Easy to explain and understand
• Aligns with natural experience and makes sense
• Provides common understanding and dialogue
• Articulates the change process
HowCreate• Conduct org-wide training• Create buy-in and competency
with leaders• Deploy through project
applicationSustain• Demonstrate leadership
support• Use consistently and broadly• Integrate with PM approach
Results• Improved project results• Increased visibility for change
management• Change is treated as a process
“Simplicity and practical for our
members at all levels of the
organization. Most importantly, it is
easy to remember and discuss in
terms of change.”
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ለዉጥ
changeتغيير
промяна更改
lave om
verandering
changementVeränderungשינוי
değişim thay đổiเปล่ียนแปลง
byta
cambio
o'zgarish
ngarobah
परिवर्तन
изменениеتغيير دادن
zmiana
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Getting started with creating common language:
Build awareness of the need for common language
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Advanced Applications of ADKARPrevalence
Leverage a structured approach and methodology
Facilitate individual change
Measure change outcomes
Create a common language for change
Integrate with project management
Empower managers
Equip senior leaders
Effectiveness
© Prosci. All Rights Reserved. 29
ADKAR to integrate with project management
Why• Integration supported
organizational change capability
• Integration created buy-in
• Integration was natural and effective
How• Assigned a dedicated change
management resource• Mapped ADKAR elements over
project plan• Change management deliverables
were required
Results• Increased effort on people side • Increased outcome-orientation• Increased project success
“Putting ADKAR within our standards provided a much more holistic view of making projects and change happen.”
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ROI predictions assume high levels of ability and proficiency
at or soon after go-live
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What it could look like
Phase 3: Reinforcing
Change
Phase 2: Managing
Change
Phase 1: Preparing
for Change
A D K A RIndividual Change
Journey Milestones
OrganizationalChange Mgmt
Activities
ProsciADKARModel
Prosci3-PhaseProcess™
Plan Design Develop Deploy
Kick off
General
Project
Lifecycle
Major events
Initiate
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Questions to ask:
• How much Ability must we have at go-live to hit ROI assumptions?
• How much Ability can we afford to develop after go-live?
• How long will building Ability take?
• What ability-building actions are required for this change?
• When do we need to start AD and K ahead of building Ability?
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Getting started with integrating with project management:
Ask “what does abilityat go-live mean
for this change?”
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Advanced Applications of ADKARPrevalence
Leverage a structured approach and methodology
Facilitate individual change
Measure change outcomes
Create a common language for change
Integrate with project management
Empower managers
Equip senior leaders
Effectiveness
© Prosci. All Rights Reserved. 35
ADKAR to empower managers
Why• ADKAR provided their
managers a common language for talking about change
• ADKAR was easy and simple to use
• ADKAR had been successfully deployed in previous situations
How• Formal training• Ongoing coaching
Results• Provided a framework for
coaching and resistance management (where managers struggle)
• Allowed change teams to engage managers in changes more easily
• Allowed for cascade of change information
“Often change conversations can be difficult. With ADKAR in mind [managers] can ask questions
that will get to the heart of the challenge…”
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Five roles of a manager in change
Communicator Liaison Advocate CoachResistanceManager
22%
19%
38%
36%
34%
40%
43%
22%
25%
22%
0% 10% 20% 30% 40% 50%
Coach
Resistance Mngr
Advocate
Liaison
Communicator
Ineffective
Effective
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Don’t send managers into the battlefield unarmed
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Providing ADKAR as a tool
• Help managers internalize ADKAR and their own views of changes
• Teach managers to use ADKAR in conversations –assessment vs. informal
• Train managers to pinpoint barrier points
• Empower managers to clear the barriers
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Getting started with empowering managers:
Help the leaders help themselves
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Advanced Applications of ADKARPrevalence
Leverage a structured approach and methodology
Facilitate individual change
Measure change outcomes
Create a common language for change
Integrate with project management
Empower managers
Equip senior leaders
Effectiveness
© Prosci. All Rights Reserved. 42
ADKAR to equip senior leaders
Why• Simplicity and structure
• Stresses starting with awareness (not training)
• Aligns with initiative progression
How• Provide change management
training• Build into ongoing
development programs
Results• Clearer role understanding• Common language for change
“Immediate mindset change [for senior leaders] in terms of how to prioritized change programs, identify those with the most/least chance of success and a common
framework/language to describe change programs and methodologies.”
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The implications of outcome-orientation
For sr. leaders and managers: “What are you trying to achieve right now?”
Build awareness of the need for the new ERP system by sharing details of our profitability
forecasts at this town hall meeting.
Speak at this town hall meeting.
Actively and visibly support the changeBuild a coalition of supportCommunicate directly with employees
Three roles of sponsors in times of change:
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Getting started with equipping senior leaders:
Explain their role in the context of outcomes
© Prosci. All Rights Reserved. 46
Advanced Applications of ADKARPrevalence
Leverage a structured approach and methodology
Facilitate individual change
Measure change outcomes
Create a common language for change
Integrate with project management
Empower managers
Equip senior leaders
Effectiveness
Explain their role in the context of outcomes
Help the leaders help themselves
What does ability at go-live mean for this project?
Start with awareness
Pick one group and one method to measure
Apply ADKAR to yourself
What outcome are we trying to achieve?
Intersection of Agile and Change
Management workshop
Enterprise Change
Management Bootcamp
Prosci Change Management training with CMC
dates for your calendar….
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05-07 March, London
12-14 March, Reading
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21st May, London
12th March &
11th June, London
Find out more and register online….
www.cmcpartnership.com
3 day Prosci Change Management
Practitioner Certification Programme
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