Change Management

Objectives of this session

• To create awareness of change management.

• To feel confident to use the ADKAR process

What does it mean to “manage change”?

• To the organisation:– Have a structured change management process

suitable to the nature of the change

• To the employee:– Understand what change means and how it affects

me– Have some skills to manage change

Organisational change management

• Three phases of change:– Prepare– Implement– Reinforce

3 Phases of Change

Management

Keys to successful change

1. Gain full support from management

2. Continuous communication and consultation with everyone at every level

3. A well planned and organised approach

Obstacles to change

1. Employee and staff resistance

2. Management resistance

3. Limited time, budget and resources

Risk assessment

Medium risk High risk

Low risk Medium risk

Change characteristics

OrganisationalAttributes

Changeresistant

Change--able

SmallIncremental

LargeDisruptive

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.

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

Business improvement elements

Change management elements

Business improvement elements

Change management elements

Development

Implementation

What would you 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

Who should deliver the message?

The employee's supervisor

31%

Executive manager

11%

CEO/President25%

Senior manager11%

Department head9%

Change management

team member7%

Change management team leader

6%

© Prosci

Communication Plan

• Your plan will essentially answer the following questions about project communications: – who (who will receive the message and who will

deliver that message) – what (what is the content of the message) – when (when will these messages be delivered) – where (where will the messages be delivered) – how (what media or channel will be used)

Communication Plan - cont

Successful communications are: • honest • frequent and constant throughout the entire

program • consistent • open, transparent and safe• Communicate 5 to 7 times

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 is meant by sponsorship?

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.

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 behaviors 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?

The top-reasons for manager resistance

1. Loss of power and control

2. Overload of current tasks, pressures of daily activities and limited resources

3. Lack of skills and experience needed to manage the change effectively

4. Fear of job loss

5. Disagreement with the new way

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.

Test

• Were you paying attention?........

• What does ADKAR stand for?

• Who should deliver the change messages?

• How many times do you need telling?

Test

• What are some reasons for middle management resistance?

• What are some reasons for employee resistance?

• What are three ways to manage resistance?

• What, if anything, do you intend to do differently as a result of this session?