change management overview and process - maurizio …€¦ · ppt file · web view ·...
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©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.
©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 -- 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.
©Prosci. Used with permission under terms of license agreement. www.change-management.com
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.”
©Prosci. Used with permission under terms of license agreement. www.change-management.com
Three Phases of Change
Current State
Transition State
Future State
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Current State Employees generally prefer the current state
Current State
Transition State
Future State
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Future State The future state is unknown to the employee.
Current State
Transition State
Future State
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Transition State The transition state creates stress and anxiety
Current State
Transition State
Future State
©Prosci. Used with permission under terms of license agreement. www.change-management.com
Today’s Discussion What is change management? How do we manage change from both the
individual and organizational perspective? How do we manage readiness?
©Prosci. Used with permission under terms of license agreement. www.change-management.com
What is Change Management?
A structured process and set of tools for leading the people side of change.
©Prosci. Used with permission under terms of license agreement. www.change-management.com
Understanding Impact of Change on Everyday Jobs
Prosci CM Impact Index Group 1 Group 2 ScaleOverall 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% impactAmount of change to systems or tools they use 2 2 2 = less than 50% impactAmount of change to job roles or responsibilities 0 1 3 = less than 75% impact
Other 0 0 4 = 100% impactImpact Index 22% 56%
78% 44%
Degree of Impact
Group Name Group 1 Group 2
©Prosci. Used with permission under terms of license agreement. www.change-management.com
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
©Prosci. Used with permission under terms of license agreement. www.change-management.com
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
©Prosci. Used with permission under terms of license agreement. www.change-management.com
OnePurdue’s Comprehensive
Change Management
Approach Phase 3 – Reinforcing change
Phase 2 – Managing change
Phase 1 – Preparing for changeDefine 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
©Prosci. Used with permission under terms of license agreement. www.change-management.com
Sizing the change Assessing the
organizationCreating a change
management strategySizing the change Assessing the
organizationCreating a change
management strategy
Assessing team competencies
Preparing the change management teamAcquiring resources Assessing 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 changeDefine 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
Phase 1 – Preparing for Change – assesses the current state and prepares for the transition.
©Prosci. Used with permission under terms of license agreement. www.change-management.com
Phase 2 Managing change
Phase 1 Preparing for changeDefine 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
Phase 3 Reinforcing change
Awareness
Desire
Knowledge
Ability
Reinforcement
Desired outcomes
Customized activity design
Change characteristics
Organizational attributes
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
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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
resistanceDeveloping 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 changeDefine 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
©Prosci. Used with permission under terms of license agreement. www.change-management.com
OnePurdue’s Comprehensive
Change Management
Approach Phase 3 – Reinforcing change
Phase 2 – Managing change
Phase 1 – Preparing for changeDefine 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
©Prosci. Used with permission under terms of license agreement. www.change-management.com
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)
©Prosci. Used with permission under terms of license agreement. www.change-management.com
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
©Prosci. Used with permission under terms of license agreement. www.change-management.com
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)
©Prosci. Used with permission under terms of license agreement. www.change-management.com
OnePurdue’s Comprehensive
Change Management
Approach Phase 3 – Reinforcing change
Phase 2 – Managing change
Phase 1 – Preparing for changeDefine 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
©Prosci. Used with permission under terms of license agreement. www.change-management.com
ADKAR is useful for individual change management between supervisor and employees.
Awareness
Desire
Knowledge
Ability
Reinforcement
©Prosci. Used with permission under terms of license agreement. www.change-management.com
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
©Prosci. Used with permission under terms of license agreement. www.change-management.com
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).
©Prosci. Used with permission under terms of license agreement. www.change-management.com
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
©Prosci. Used with permission under terms of license agreement. www.change-management.com
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
©Prosci. Used with permission under terms of license agreement. www.change-management.com
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?
©Prosci. Used with permission under terms of license agreement. www.change-management.com
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
©Prosci. Used with permission under terms of license agreement. www.change-management.com
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.
©Prosci. Used with permission under terms of license agreement. www.change-management.com
OnePurdue’s Comprehensive
Change Management
Approach Phase 3 – Reinforcing change
Phase 2 – Managing change
Phase 1 – Preparing for changeDefine 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
©Prosci. Used with permission under terms of license agreement. www.change-management.com
Best Practices Approach to Reinforcing ChangePreferred 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
©Prosci. Used with permission under terms of license agreement. www.change-management.com
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
©Prosci. Used with permission under terms of license agreement. www.change-management.com
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.
©Prosci. Used with permission under terms of license agreement. www.change-management.com
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
©Prosci. Used with permission under terms of license agreement. www.change-management.com
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.