The complete-Understanding Change-Prosci-Deloitte-GE-

UNDERSTANDING & IMPLEMENTING STRATEGIC CHANGE (Part-1)

A Simple & Complete Basic Overview of What Change Is? TIPS On Implementing Long-Term Sustainable Change

Rich Fierson Human Capital-ROI OCM Consulting 21

AGENDA

1. The Elements of Change2. Why Do “We” Make Change Harder Then It IS?3. The Reality of Change 4. The Reasons & Drivers For Strategic Change5. Understanding the Psychology of Change6. The People Side - Transition vs. Change7. Why Change Is Really Hard T0 Do - RIGHT!8. The 10 Change Success Secrets Nobody Tells You9. A Sample of The Prosci/ADKAR Approach (The Next

Presentation)

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Change Management – A Beginning Definition

• I have now asked the question to leaders, on multiple projects, “What percent of the projects benefits and outcomes and depend on employees adopting, embracing and caring about the tools and process we are implementing? In all cases, eyes have widened and I see minds whirling.

• Out of their mouths I hear, voices shaking about “90 to 100%!” I then respond, “So what you are telling me is that we can develop the most amazing tools and processes, and if employees don’t adopt, embrace and care then we wasted our time and money? Heads slowly nodded. I reply, “THAT’S… Change Management. Welcome to the Real World!”

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A story told by Tim Creasy President Prosci, Inc.

Change Management –THE BEST DEFINITION

Tim Creasy, Chief Development Officer at Prosci, suggested we shift the conversation, He asked, “What percent of benefits and project outcomes, depend on employees adopting, embracing and caring about change? This question was a real “aha” moment for many in that room. I guess many of the senior business leaders really never gave that a thought - The thought that (stakeholders) embracing, adopting, and caring about the changes management introduced- Mattered!

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Change Management The Problem “Most organizations do a relatively good job of figuring

out “what must be done” to solve their respective issues, or to exploit opportunities. The problem is that they typically don’t implement these solutions (and bring employees along). They plan the proper curse of action for the situation they face, but actually fulfilling their ambitions often proves beyond their reach.

The crucial issue facing businesses today isn’t what strategy to deploy or what remedy to put in place, it’s how to implement these endeavors in such a way

that they have their intended impact!

Change Management The ProblemWith today’s volatile market conditions, leaders

can’t afford to base their professional future on strategies and projects that are simply deployed into their organizations. Success now depends on being able to manage the “human landscape, and increase the business returns” around these initiatives.

To do this, executives must understand the nature of these landscapes and how to successfully navigate through them”!

Daryl Conner

Change Management –Short Definition

• Change management is the Transitioning of a person, group, or company from a Current State, to a desired “To Be” Future State, by implementing Structured Processes, and Behaviors for the Adoption of Change.

• Change is the Bridge between solutions and results, where you are, and where you want “To Be”

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Change Management Basics In addition to the “To Be” Future State. Change,

especially when implementing an expensive trademarked technology has to also be about ROI:

– The ROI of a change project is all about employees Adopting, Embracing, Using and Optimizing the new solution:

– This is the Core of the initiative!

– The ROI of any Change project- is the result of applying change management for the achievement of the intended results and outcomes of the project

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Calculating Adoption, Utilization, and Optimization The Prosci CMROI

• The Goal of Change Management: is to capture or create that portion of the project benefits that depend on “Adoption and Usage”

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Change Management – Defined Change Management is the application of a structured process and

set of tools for leading the people side of a change to achieve desired outcome. Change management requires two perspectives

– An individual perspective (leading individuals through change) – Organizational perspective (how groups are managed through a

change process)

Effective change Management mitigates the risks of productivity loss, negative customer impact and employee turnover, while maximizing speed of adoption and ultimate utilization of the change throughout the organization.

Change Management is the essential model for managing the people side emotions of change and is essential for achieving the business results. 10

Change Management – Defined

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• Remember the big picture:

•The amount of Project Benefits •are dependent on Adoption and

•Usage that’s what we can capture and drive with change management.

Change Management – Defined

Change management enables employees

to adopt to a change so that Business

Objectives are realized.

Change is a bridge between (solutions and

results), is fundamentally about individual

people and our collective role of

transforming change into successful

outcomes for our organizations12

Change Management Basics

• The person, or group must be able to: “CARE, EMBRACE, and ADOPT” to the new Future State behaviors, processes and Solutions

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Institutionalizing and Embedding

Change Management Practices & Processes

Building Organizational

Change Management Capabilities &

Practices

Employing Change Management

Broadly Throughout the Enterprise

Great Change Management is second Nature and part of the

DNA of the Organization

Change ManagementIs the Organizations Standard

Operating Procedure, for creating

Great enterprise-wide outcomes

Change Management is the Norm , for Projects

and Initiatives

All Employees have Internalized their Roles in Change, & In

Leading Change

The Change Management E2E Process

Change is About Business Results1. Business Results and managing the People Side of Change are inseparable. That is why change management is more then simply communicating, having a new training event, or driving elaborate mechanisms, and creating endless streams of new processes.

2. Change Management enables organizations to respond to changing market conditions so that the business can adapt, grow and be able to enhance the customer experience, while equally doing so for the shareholders value, and the stakeholder value.

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Change is About Business Results

3. Change Management enables business to create the innovation needed to sustain its place in the market place.

4. Change creates the balance between business outcomes, innovation and transformation with what resonates the loudest with business leaders, customers and stakeholders

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Change & Transformation

Needs of The CustomerNeeds of the Stakeholders

The PROSCI – ADKAR Change MethodologyThe ADKAR Model captures how a single person goes through change. Change must always take place on the INDIVIDUAL level first!

AWARNESS: includes the nature of the Change, & “WHY” the change is happening.

DESIRE: is that personal choice to embrace the change and commit to moving forward.

KNOWLEDGE: includes education & training on the “HOW” to change effectively.

ABILITY: is the demonstrated proficiency with new tools, processes and job roles such that the desired outcomes of the change are achieved

.REINFORCEMENT: includes reward, recognition, compensation or other performance management activities that sustain the change for that person or impacted group

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Improves Employee

Adoption and Usage of Change

Active and Visible

Sponsorship

Effective Communications

Middle Management Engagement

Employee Engagement

and Participation

Using a Structured Approach

Using Dedicated Resources

Integrating with Project

Management

Top Contributors to Success - Relationship to Adoption and Usage

WHAT ARE THE ELEMENTS OFCHANGE MANAGEMENT?

Change Management Project Management

Leadership Management

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The Prosci-ADKAR Phases ofChange Management?

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Phase1 – Preparing for Change

Define Your Change Management Strategy

Prepare Your Change Management Team

Develop your Sponsorship Management Model

PHASE 1

Prosci

The Prosci-ADKAR Phases ofChange Management

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Phase 2 – Managing Change

Develop Change Management Plans

Take Action and Implement Plans

PHASE 2

Prosci

The Prosci-ADKAR Phases ofChange Management

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Phase 3 – Reinforcing Change

Collect and AnalyzeFeedback

Diagnose Gaps & ManageResistance

Implement Corrective ActionsAnd Celebrate Successes

PHASE 3

Prosci

The Five Critical Tenets of the Prosci Change Process

1. People Change For a Reason! = # 1

2. Organizational Change Requires Individual Change

3. Organizational Outcomes are the Collective

Results of Individual Change

4. Change Management is the Enabling

Framework for Managing the People Side

of Change

5. We Apply Change Management to Realize the

Benefits and Desired Outcomes of Change23

From the Prosci Group

Individuals Make Their OwnTransitions: Adoption and Usage

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C C C C C

C C C C C

C C C C C

C C C C C

C C C C C

T T T T T

T T T T T

T T T T T

T T T T T

T T T T T

F F F F F

F F F F F

F F F F F

F F F F F

F F F F F

The Five Critical Tenets of the Prosci Change Application

1. Jeff Hiatt and the Prosci Group invented ADKAR and is absolutely right on target, with the

exception of one element.

2. Prosci 1st Tenet is “People Need a Reason to Change. TO accomplish this you first must start with…

“Asking The Right Questions”

25Q

Q

Q

Q

Q

Q

Q

Q

Q

Improves Employee

Adoption and Usage of Change

Active and Visible

Sponsorship

Effective Communications

Middle Management Engagement

Employee Engagement

and Participation

Using a Structured Approach

Using Dedicated Resources

Integrating with Project

Management

Top Contributors to Success - Relationship to Adoption and Usage

We Change for a Reason…• Every individual has an intrinsic need to accept and

acknowledge the benefits of a change (What’s in it for me, What does it look like in the end)?

• However, cultural factors influence whether the inquiry is approached from a collective or individualistic perspective. Some value systems focus on “What in for “us”; while others take great stock in “what’s in it for “me” as an individual.

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us vs. me

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1. Change Management2. Transition Management3. Organizational Change

It’s easy to use these terms interchangeably. But, that’s a mistake. Organizational Change can be difficult, and understanding the key differences between these three can help you address each individually. This is critical for success.

The People Side - Transition vs. Change

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You have to manage both Change & Transition:

• Change starts with the Outcomes–where you want the

organization “to be”.

• But Transition starts with: Wherever People are

Right Now!

The People Side - Transition vs. Change

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You have to manage both:

• You need an effective change management plan because a badly planned or implemented change will create extremely painful transitions.

• But even the best-laid change plans put success at risk if the transition goes unmanaged. It’s no wonder that we continue to read that 60 to 70 percent of change initiatives fail.

The People Side - Transition vs. Change

• When it comes to helping companies manage change and transition (mergers and acquisitions, reorgs, software, new products, changing markets, etc.), many firms focus on teaching leaders skills:

• Making the business case for the change, mapping out a blueprint for how the change will happen, developing the communication plan, etc. But, I've found that any plan for managing organizational change that only focuses on these tactical elements of change, while ignoring the necessary emotional skills leaders need, is simply not enough.

The People Side - Transition vs. Change

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The People Side - Transition vs. Change

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• The difference between Change, Change Management, and Transition Management.

• Transition management addresses people’s normal reactions to the change and helps them get on board with it. But, the question is:

• How can you ensure that you are effectively managing for transition? What can a leader do to help and support people going through transition?

Transition

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• Purpose: Why are we doing this? What problem are we solving? What are we trying to accomplish? People often need to understand the logic of a change before they can change.

• Picture: What is the end game? How is it going to work? What is changing and what isn’t? People often need to imagine what the change will look like before they can give their hearts to it.

The People Side Transition vs. Change

Based On William Bridges’ influential book Managing Transitions

“Bridges' 4 P’s,” & Jeff Hiatt’s 5 Tenants

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The Four Ps,”

• Plan: What is the road map for getting to where we need to go? What is going to happen over the next X months? What happens first, second, third? People need a clear idea of how they are going to get to where they need to go.

• Part: What is my role? How will I be involved? Do I have an opportunity for input into the plan? When will I be trained? People need a tangible way to contribute. (are we using my skills in the process)?

The People Side - Transition vs. Change

Based On William Bridges’ influential book Managing Transitions

Project Performance

Project Readiness

Project PlanBenefit

Realization

WHY - are we implementing this change?

HOW - do I fit in?WHAT – does the picture look like for me?

WHEN – will the specific benefits and objectives happen ?

Individual Transitions

Change Management

Activities

Employee Adoption

Usage

Strategy and

Plans

ActivityEffectiveness

Prosci ROI of Change Management Change Management Framework - the 4 P’s & the Individual

Purpose Picture Plan Part

+

=

Adoption

ActivityExecution

THE 3 FORMS OF CHANGE

• Developmental - Change that occurs on a scale of small • Transitional - Changes to existing processes, with a desire to find ways

of working to large scale

• Transformational - Changes e.g. merger, ERP implementation

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What is PESTLE ?

37

P E S T

L

EL

• PESTLE•Political•Economic•Sociological•Technical•Legal•Environment & Efficiency

THE ENVIRONMENTRAL FACTORS

REASONS…REASONS…

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We Change For A Reason

• Change Management Enables employees to ADOPT to a Change so that business objectives are Realized

• Change is the Bridge between Solutions and Results

• Change Management is fundamentally between about People and our Collective role of Transforming change into Successful Business Outcomes for the Organization!

• We Change For A Reason. As Simple as this sounds, an underlying principal for managing change is that a Future State can be Envisioned, that is different from the Current State of today, and we are changing to the Future State to achieve a group of specific outcomes

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From slide 4

We Change For A Reason

• New Technology• Stakeholder Input• Strategic plans• Internal performance• Market and economic shifts• Customer input• Competitive threats• New technologies• Regulation/legislation• Demands to do more with less

• Increasing Productivity through Technology to Enhance & Maximize the Customers Experience• Do More with less/or development• Costs lower• Revenues higher• Market share larger• Errors fewer• Efficiency greater• Customers more satisfied• Risk exposure less

CHANGE DRIVERS: CHANGE GOALS:

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We Change for Reasons!

Issues & Opportunities

Internal Performance

Financial Results

Strategic Planning

Employee Input

Customer InputNew Technologies

Regulation/Legislation

Economic Conditions

Market Shifts Competitive Threats

Demands To Do More With Less

Stakeholder Input

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We Change for Multiple & Individual Reasons

• The previous slide said there are MANY REASONS. However I underlined 3

• WHY?• Because whatever the reason, there is

One Constant!!

• The 3 Groups that will always need to be involved Why?

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The 3 Drivers Of Change

• There are many drivers of change on both an internal and external level.

• Once defined, the change vision will need to ensure that three groups are considered:

• Customers, • Stakeholders • Employees

=

43

The 3 Critical Key Drivers

CUSTOMERS STAKEHOLDERS

EMPLOYEES44

Understanding the Psychology of Change

It is helpful to understand the psychology of change when planning a change effort, it helps to explain why people think and act as they do when faced with a change?

When aiming to transform the attitudes and behavior of employees, a foundational knowledge of this topic will prove beneficial to the leadership and project team responsible for delivering the change.

In order to succeed in changing mind-sets and behaviors, let's consider the four most important elements in changing behavior:

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THE 4 Most Important Elements To Changing Behavior:

1. Readiness to change - Do employees have the resources and knowledge to successfully make a lasting change?

2. Transition Skills – Mangers & Supervisors must be “change capable”.

3. Barriers & resistance to change - Is there anything preventing employees from changing, or making them resist?

4. Expect relapse - What might trigger a return to the previous state behavior?

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Change & Multiple Methods To Get There

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Transition & Change and there methods• These same pundits argue that our current models of

change management—Kurt Lewin’s Unfreeze-Change-Refreeze, John Kotter’s 8 Steps, Jeff Hiatt Group Prosci-ADKAR, GE’s Change Acceleration Process (CAP), Deloitte EVD,& Connors's ODI Methodology also did not allow for the Transition of Change. If we do not include, the “Emotional People Side” then planed change will

eventually fail!

• The statistics—60-70% of change initiatives fail—over and over again, so, clearly whatever we’re doing related to change management isn’t completely working.

Prosci-ADKAR Methodology

The five building blocks of successful change

Awareness - of the need for changeDesire - to participate and support the change

Knowledge - on how to do changeAbility - to implement required skills and behaviors

Reinforcement - to sustain the change

A.D.K.A.R.

AD K A

R

48

Prosci-ADKAR Methodology

49

Prosci-ADKAR Methodology

50

Prosci-ADKAR Methodology

51

Project Performance

Project Readiness

Project PlanBenefit

Realization

WHY - are we implementing this change?

HOW - do I fit in?WHAT – does the picture look like for me?

WHEN –will the specific benefits and objectives happen ?

Individual Transitions

Change Management

Activities

Employee Adoption

Usage

Strategy and

Plans

ActivityEffectiveness

Prosci ROI of Change Management Change Management Framework - the 4 P’s & the Individual

Purpose Picture Plan Part

+

=

Adoption

ActivityExecution

Project Performance

Project Readiness

Project Plan Benefit Realization

A

Individual Transitions

Change Management

Activities

Employee Adoption Adoption Usage

Strategy andPlans

ActivityExecution

ActivityEffectiveness

RAKD

R. Fierson Human Capital-ROI

Prosci-ADKAR Change Management Process Methodology

D

Prosci-ADKAR Methodology

54

55

The GE Change Acceleration Process Model

CurrentState

TransitionState

FutureState

04/15/2023 56

The Deloitte EVD Methodology for Change• The EVD methodology addresses a number of

test types within the Process and Package & Information Technology threads

IT Test Types:

• Environment tests

• Third party tools tests

• Integration component tests

• Technical unit tests • (Software development tests)

• Performance tests

• Disaster recovery

P&P Test Types:

• Unit tests

• String tests

• Integration tests

• User acceptance tests

The Basis of Change101

Resistance to change is the largest obstacle that leaders are faced with when initiating a change effort. It can be very damaging to the process and can potentially stall the efforts to move forward if not addressed appropriately.

There are many reasons why an employee may resist change and so as "leaders of change", you will need to be sensitive to how individuals respond while keeping in mind that the process of commitment and acceptance takes time.

It also takes A “Structured Approach” Without this Structured Approach you will be part of the 70% that not only Fail, But end up in worst shape then when you started

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The Basis of Change101

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When we see Change

Here is what we first seeSmooth waters and an

Ice-berg-Which is not an issue for

the ship

Clear

Sailing

04/15/2023 59

The Real Issues are Under the View of Most People

This is where Resistance Begins to Show as the Project Moves Forward

Here Is What Is Really Going On With Change – The biggest change are –Underneath the Ice Berg

SS-TITA

NIC

The Elements That will Impact Change Adoption

ChangeConcepts

Senders &

Receivers

Resistance&

Comfort

Authority For

Change

Value Systems

Incremental vs.

RadicalChange

The Right Answer is

Not Enough

Change Is a

Process

• The Focus of thisChart represents the key concepts that impact the effective application of change management & the 5 Tenets

21

3

4

5

6

7

60Prosci Group

WHY CHANGE IS REALLY HARD TO DO RIGHT! Or

Why is it So Hard for People to Want to Change?

• Dr. Elisabeth Kübler-Ross, wrote a famous book. Does anyone know the name? or the Subject Matter?

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Why Change Is Really Hard To Do Right!

• The ANSWER IS? - “On Death and Dying”• In which she named the 5 stages of GriefToday many of us in the Transformation, or Change business - believe there is a correlation with people going through “A Forced Business Transition, as that in a tragic situation…Think About It?

1. Denial2. Anger3. Bargaining4. Depression5. Acceptance

THE PSYCHOLOGY OF THE AVERAGE PERSON GOING

THROUGH A CHANGEESPECIALLY

(For older workers) in a SOFTWARE CHANGE!!!

=

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WHY CHANGE IS REALLY HARD TO DO RIGHT!

• “On Death and Dying”

l. Denial Shock

Il. Anger (Emotion)

lll. Bargaining

lV. Preparatory Depression

V. Acceptance Increased Self-Reliance

Terminal Illness Diagnosed(Significant Change)

Lone

lines

sIn

tern

al C

onfli

ctG

uilt

Mea

nin

gles

s Grad

ual R

ealization

of

Th

e Real C

on

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ences

Mov

emen

t Tow

ard

Incr

ease

d

Self

Aw

aren

ess

and

Con

tact

with

Oth

ersHeath

(Sustainability)

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Yes Change Is HARD To Do!

Change efforts, Redundancy, Enforced Relocation etc., Different Boss, Change in ERP/Software, Change of Process

64

A Change Continuum

65

OwnershipIndividuals make the

ERP their own and create innovative ways

to use and improve

CO

MM

ITM

EN

T

High

ContactIndividuals

have heard about the ERPLow

AwarenessIndividuals are aware

of basic scope and concepts of an ERP

UnderstandingIndividuals understand how an ERP impacts the

company and their functional areas

Positive PerceptionIndividuals understand the ERP impacts and benefits to them

ActionIndividuals are willing

to work with and implement the ERP

I nstitutionalizationAn ERP is the way work is done

-- the new status quo

Stage 3: CommitmentImplementing and

Sustaining New Ways

Stage 3: CommitmentImplementing and

Sustaining New Ways

Stage 2: InvolvementEngaging & Enabling

the Organization

Stage 2: InvolvementEngaging & Enabling

the Organization

Stage 1: AwarenessSetting the Climate

for Change

Stage 1: AwarenessSetting the Climate

for Change

TIME Based on Delotte EVD

Change Phase 1 Overview

Details of Change• Identify the change• Specifics of the change• Change approach

Implementation of Change

• Implementation strategies• Release Strategy

Review of Change

• Appraisal of change

strategy

OUTPUT

• Schedule of activities• Assessments (Readiness, GAP, Impact, Stakeholder, etc.)• Action planning• Communication plan &• Training plan• Resistance to Change plan• Project Roadmap• Employee to change plan• Release Plan Review plan

OUTPUT

CHANGE MANAGEMENT PLAN

ADOPTIONto the

Change

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Communicating the Message

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Communication Of Objectives:1. Inform and Engage key stakeholders by creating awareness and

commitment to the:

• Vision,• Objectives, • Plans, • Expected results, • and the Specific impacts Improve management of

stakeholder and influencer expectations

2. Increase willingness of Leaders, Managers and employees to perform their job the new environment.

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Communication Of Objectives:

3. You either gain complete (70% adoption rate or better) acceptance of role and task changes resulting from the changes in processes and technology, or you “will fail” ultimately to make transitions permanent, an part of the organizations DNA

4. Enhance understanding of the challenges and opportunities of the change transformation – “means making the unknown known”

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Communication Objectives:

5. Build manager and leader capability around communication6. By providing resources and tools to drive ownership of consistent dialogue with stakeholders- stop the rumor mill and the “noise”7. Increase project awareness and buy in among stakeholders8. Reduce resistance, fears, uncertainty, and rumors9. Minimize confusion and misunderstanding10.Monitor and measure feedback

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Communication Of Objectives:

1. The benefits of effective communications include:

• Employees that understand what is expected of them in the new environment and what they can expect from the organization

• Increases employees acceptance/adoption of changes

• Employees feel more comfortable and do not put up as much resistance

• Employees think and act like owners of the business processes

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• Risks of ineffective communications include:

• Confusion• Resistance and rejection of the project by all

stakeholders • Negative perception of the project • Decision not to implement Loss of support• Project aborted• Project Go Live has less then a 40% chance of

being maximized by all employees

Not Communicating the Message

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Overall Communications Approach

Identify all Impacted stakeholder groups: to determine their level of criticality to the success of the program and the level of impact on their future jobs

Define the key communications goals: and Guiding Principles for the program

Define the key messagesfor that Impacted Group: to be delivered to each audience group that will best enable the group to move upwards along the commitment curve

Conduct a media analysis: to better understand which vehicles deliver the greatest impact to each audience group

Communicating the Message

74

1. Develop a Communications Plan based on the following goals:

• Provide clear and consistent communications for each phase of the project

• Deliver clear, simple, and consistent messages across the organization communicating the “what’s in it for me” to stakeholders

2. Execute business transformation communications plan

3. Gather feedback to ensure the effectiveness of the communications

Communicating the Message

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Communicating the Message

Conduct AudienceAnalysis

Conduct Media Analysis

Identify Key Communication

Messages

Develop High-Level Communication Plan

Define Communication

Guiding Principles

Execute Communication PlanGather Feedback

Conduct Readiness

Survey

Impact, Change ReadinessGAP- Stakeholder, PCT, ImpactReadiness Assessments, etc.

Pre/Post & On-Going

Constant Two-Way Feedback

ActiveParticipation

BY CHAMPIONS& SPONSORS

On-Going Metrics Must Include Analysis of Rates Adoption, Utilization, Usage, Optimization & Resistance, PCT…

The 10 Change Success Secrets Nobody Tells You

1. Understand the Psychology of Change

2. Ask The Right Questions

3. Clearly Articulate the Change Vision

4. Effective Communications Start With a Clear Strategy

5. Support Leadership (Champions) and (Sponsor)

6. Integrate Project Management and Change Management

7. Create a Network of Change Champions

8. Utilize a Range of Collaboration Tools to Increase

Engagement, use Data & Metrics

9. Actively Manage Resistance

10. Plan Training, Communications Getting people

Involved! 76

SUCCESS SECRET # 1 Understand The Psychology of Change

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Understanding The Psychology of Change

It is helpful to understand the psychology of change when planning a change effort, it helps to explain why people think and act as they do when faced with a change. When aiming to transform the attitudes and behavior of employees, a foundational knowledge of this topic will prove beneficial to the leadership and project team responsible for delivering the change.

The four most important elements in changing behavior:

Readiness to Change - Do employees have the resources and knowledge to successfully make a lasting change?

Reason To Change – Do employees have a reason in their interest to change?

Barriers to Change - Is there anything preventing employees from changing?

Expect Relapse - What might trigger a return to the previous state behavior?

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UNDERSTANDING THE PSYCHOLOGY OF CHANGE

So why do employees Resist Change?

1 As people we know that change creates anxiety2 The current State has tremendous holding

power3 The possibility of losing what we have grown

accustomed to (and comfortable) with creates worry and often. and people are afraid of the uncertain future!

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ChangeResistor

Understanding The Psychology of Change

Ask: • Does the company have a change history/record?• Do employees really know the why for the new

software/ or business change.• Were they taken by surprise?• Do they believe the reasons for the implementation,

and do the believe the reasons are valid?• Do they Trust the Senders of the Message?• From a Personal perspective, How might the change

Impact Them, What does the future look like?

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Individual Change Comes Before Organizational Change

• What motivates a person is unique to that person• We each “March to a Different Drummer.”• What is the Organizations history with change?

Here is a Key Change Successes Factor – You must get people on-board.

– Visible and Active Executive Sponsorship or Change Leadership

– Do We Have Mid-Level/Supervisor Sponsors?• Connor defines a sponsor as “The individual or group who

has the power to sanction or legitimize change”

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Individual Change Comes Before Organizational Change

• SPONSORS:– Actively and visibly participate in the

individual level change (how does this change effect me?)

– Build a coalition pf sponsorship between key business leaders

– Communicate directly with employees about why the change is needed

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Prosci ADKAR Five Tenets

1 We change for a reason.2 Organizational change requires Individual

Change3 Organizational outcomes are the collective

result of individual change 4 Change management is an enabling

framework for managing the people side of change

5 We apply change management to realize the benefits and desired outcomes of change

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END OF PART 1

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