Change Doesn't Have to Hurt - Improving Adoption of a New Technology or Process

Improving Adoption of a New Process or Technology

Change Hurts, But It Doesn’t Have To



Credit WhereCredit Is Due

William Bridges and histransition theory has been a big

influence on our approachto this issue.

http://www.wmbridges.com/

http://www.wmbridges.com/


of change initiatives fail 70%

Some of them are victims of acts of God.

Some of them are just bad ideas.

Most are poorly planned.

1- https://hbr.org/2000/05/cracking-the-code-of-change/ar/1

1

https://hbr.org/2000/05/cracking-the-code-of-change/ar/1


29%of change initiatives arelaunched without any formalstructure whatsoever1

1- http://www.kenblanchard.com/img/pub/blanchard_mastering_the_art_of_change.pdf

http://www.kenblanchard.com/img/pub/blanchard_mastering_the_art_of_change.pdf

Change vs. TransitionUnderstanding the difference matters and

will help you build a better plan for success.


Change is situationalWe are going on vacation to Montreal, Canada. Thursday we arein Milwaukee. Friday night we are in Montreal. The change is theadjustment to the new location, language and surroundings.


Before I get there, I am going to be trapped in a car for 15 hours with a3-year-old through 948 miles of traffic, construction and potty breaks.

How will I prepare so I don’t turn the car around short of Montreal?

Transition is psychological


Before you can move on to something new,

you must give up the old. Appreciating this

ending, and its impact on the people who

must process the change you’re proposing

is critical to the success of the change.

Transition Begins With An Ending

Follow the Four P’s toPrepare for Change

They will guide your understanding of the pendingtransition and the ultimate change you wish to see.


1. Purpose

What issue/opportunity is driving this change?

It’s critical you frame the

driving force behind the

change as a problem and

one that matters to the

people who have to put

the change into practice.


1. Purpose

“No business buys a solution for a problem they don't have.” 1

If people don’t perceive the problem,

they will dump your solution as soon

as any friction appears.

1 - http://sethgodin.typepad.com/seths_blog/2010/08/sell-the-problem.html2 - https://hbr.org/2007/01/leading-change-why-transformation-efforts-fail

“…make the status quo seem more dangerous

than launching into the unknown.” 2

http://sethgodin.typepad.com/seths_blog/2010/08/sell-the-problem.html

https://hbr.org/2007/01/leading-change-why-transformation-efforts-fail


2. Picture

What will things be like after the change takes hold?

Even though you’re not selling the solution, you have

to be able to clearly articulate the outcome. You need

this for your plan and to keep everyone focused.


3. Plan

You must have a plan for the change and the transition.

Before you start, answer these three questions in detail.

1. What is changing?

2. What will actually be differentbecause of the change?

3. Who's going to lose what?

The people with the most to lose are the ones you have to convince most of the problem.You also should pay special attention to them in your transition plan.


“Unmanaged Transition Makes Change Unmanageable.” 1

1- Bridges, William. Managing Transitions: Making the Most of Change : 2nd Ed. Cambridge: Perseus, 2003. 7. Print.


4. Part to Play

People should know specifically what

their role is during transition and change.

Bringing people into the processcan be daunting, but is necessary ifthey are going to be invested in thesuccess of your change and if youare going to support them throughthe neutral zone.

Check Yourself BeforeYou Wreck YourselfRealistic expectations are crucial to

seeing change through.


New Process/Tech

What We Think Will Happen

Adapted from - http://williamgill.de/2011/01/09/stick-it-out/

http://williamgill.de/2011/01/09/stick-it-out/


New Process/Tech

What Will Actually Happen

Where many bail out


There will be a dip in performance.You can minimize it or limit itsduration through great planning,but you will not eliminate it.



While over 1/3 of users visit an app ten or more times a month,only 17% are still using the app three months later.

http://www.localytics.com/resources/app-stickiness-index-q1-2015/#sthash.Rez4kt3D.dpuf

http://www.localytics.com/resources/app-stickiness-index-q1-2015/#sthash.Rez4kt3D.dpuf


Your are Not the Demo


When you see a tech demo, it isdivorced from the realities of yourculture and operating realities.


Share the Painor Lose the Gain

The perception of shared sacrifice matters.


Don’t push a change.Be part of it.

Talk Is Not CheapCommunicate as often and as clearly as you canabout where things are at and what comes next.


Consistency Is Key


We know it is hard using a newsystem.✔

By the way, I noticed yournumbers are down.�




Failure to CommunicatePredisposes Your Change to Fail

Discuss People’s Fears and Concerns;Celebrate the Passing of the Old

Celebrate the Small Wins;The Beginning of the New



I love it when a change comes together.

AWARDS

Every day, the HarQen team helps companies drivekey business outcomes by transforming recruiting into a

strategic advantage across all levels of their organization.

Thank you!

HarQen.com +1 414-755-1963 @HarQen

https://harqen.com/

https://twitter.com/HarQen

Change Doesn't Have to Hurt - Improving Adoption of a New Technology or Process

Leadership & Management

new process

technology change hurts

ultimate change

new location

technology credit

change youre proposing

transition theory

pending transition