Change Management
• Objectives of this session• To create awareness of change
management.
What does it mean to “manage change”?
• At an organisational level– Using a structured change management process– Creating the necessary coalition of sponsors
• At an individual level– Building change competency into managers and
supervisors– Equipping employees to have the right conversations
about change and how the change impacts them
The goal is to manage employee and management resistance to change.
Risk assessment
Medium risk High risk
Low risk Medium risk
Change characteristics
OrganisationalAttributes
Changeresistant
Change--able
SmallIncremental
LargeDisruptive
Organisational change management
• Three phases of change:– Prepare– Implement– Reinforce
Types of changes
• Business process design• Technology/system upgrades• Restructuring• Expansion or downsizing• Business model changes/new ventures• New marketing campaigns• Job redesign• Changes that impact suppliers• Changes that impact customers
Greatest contributors to success
1. Effective sponsorship
2. Buy-in from front-line managers and employees
3. Exceptional team
4. Continuous & targeted communication
5. Well planned and organized approach
Greatest change management obstacles
1. Employee and staff resistance
2. Middle management resistance
3. Poor executive sponsorship
4. Limited time, budget and resources
5. Corporate inertia and politics
Using the ADKAR Model
ADKAR was developed by Prosci Research after studying the change patterns of more than 1000 companies.
ADKAR represents the five phases of change that must be achieved for the change to be a success.
ADKAR Model
ADKAR is easy to remember and is a foundational tool for understanding “how, why and when” to use different change management tools
The ADKAR Model*
Awareness of the need for change.
Desire to support the change.
Knowledge on how to change.
Ability to implement new skills.
Reinforcement to cement the change.
Exercise – ADKAR Worksheet
Communications
Sponsor roadmap
Coaching
Training
Resistance mgmt
Awareness
Desire
Knowledge
Ability
Reinforcement
ADKARphases ofchange
Change management
channels
Connecting change management activities with desired business results.
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
Our goalP
ha
ses
of a
ch
an
ge
pro
ject
Phases of change for employees
Awareness Desire AbilityKnowledge Reinforcement
Post-implementation
Implementation
Concept and Design
Business need
Successful Change
Potential pitfalls – Speed of Change
Ineffective change management
Ineffective project management
Pha
ses
of a
cha
nge
proj
ect
Phases of change for employees
Awareness Desire AbilityKnowledge Reinforcement
Post-implementation
Implementation
Concept and Design
Business need
SuccessFailure A
Failure B
Problem or opportunity
Planning
Design
Development
Implementation
Business improvement elements
Change management elements
Assessments
Team and sponsors
Communications
Coaching and feedback
Resistance management
Business improvement elements
Change management elements
Business improvement elements
Change management elements
Communications
Sponsor roadmap
Coaching
Training
Resistance mgmt
Awareness
Desire
Knowledge
Ability
Reinforcement
ADKARphases ofchange
Change management
channels
These channels enable a project team to facilitate an organisation through a change
process
What effective change managers do differently with
regard to communication
1. More communications (more frequent)
2. Begin communications sooner in the project
3. More face-to-face communications
4. More communications from executive sponsors and senior managers
5. More about the impact of the change on the employees
Communication Plan - cont
Successful communications are: • honest • frequent and constant throughout the entire
program • consistent • open, transparent and safe
Communication Plan – cont*
• Communicate, Communicate, Communicate, Communicate, Communicate, Communicate, Communicate:
• People need to hear a message between 5 and 7 times before it sticks
Message guidelines for employees
• Focus on the impact of the change on the employee.
• Be clear about what you know now and what you do not know now.
• Let employees know when more information will be available.
• Be clear how employees can provide feedback about the change.
What do sponsors do?*
Role #1 - Participate actively and visibly throughout the project.
Role #2 - Build a coalition of sponsorship with peers and managers.
Role #3 - Communicate effectively with employees.
Mistake #1 - Failed to personally engage as the sponsor for the change.
Mistake #2 - Changed priorities mid-stream.
Mistake #3 - Did not build a sponsorship coalition.
Top-three most common executive sponsor mistakes
Sponsor/stakeholder assessment map
Typical sponsor map for poorly managed changes.
– Asset– Neutral– Barrier
Training
• Training is a critical tool for building knowledge and ability in your organization during a change. Training should be focused on the specific skills and behaviours that are necessary for the change to be a success.
• Training will have two focuses: – Training on how to be successful during the change – Training on how to be successful after the change
Resistance and comfort
• Comfort and the status quo
– Do not underestimate the power of “comfort” with how things are today
– The natural reaction to change is resistance
– Your goal is not to eliminate resistance
“Many change agents are surprised by resistance to change, when in fact they should expect it and plan for it.”
Address the root cause of resistance to change proactively
Executives
Mid-level managers
Employees
Disconnect with their strategy, financial objectives or compensation
Loss of power or control, and overload of current responsibilities
Lack of awareness of why the change is happening and “WIIFM”
Comfort with the status quo and fear of the unknown
Why resistant to change?
Top-ten steps for managing resistance
• Listen and understand objections• Listen and understand objections• Remove barriers• Provide simple, clear choices and
consequences• Create hope
Top-ten steps for managing resistance continued
• Show the benefits in a real and tangible way• Make a personal appeal • Convert the strongest dissenters• Create a sacrifice• Use money or power
Coaching Plan
• Your coaching plan defines how you will support managers and supervisors during the change and how they will interact with front-line employees. Your role is to fully enable these managers and supervisors to: – sponsor the change – support their employees during the change – support their employees in the new, changed
environment.
Were you paying attention?........
• Prosci’s change process can be characterised by which three phases of change?
• What does ADKAR stand for?• Who should deliver the change
messages?• How many times does a message have to
be heard before it’s internalised?
Were you paying attention?..cont
• What are three sponsor roles?
• Three common mistakes made by executives are?
• What is a key action you can take when coaching managers?
• Name 5 ways to manage resistance to change?