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Building Organizational Change Management Competency

Building Organizational Change Management Competency

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Published by gbemisolaadeola
Change management is defined as the principles, tools and processes for managing the people side of a particular organizational change in order to meet objectives.
Change management is defined as the principles, tools and processes for managing the people side of a particular organizational change in order to meet objectives.

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Published by: gbemisolaadeola on Sep 03, 2010
Copyright:Attribution Non-commercial


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Building organizational changemanagement competency
From the "Five tips" tutorial series
During the summer of 2009, Prosci will be releasing anumber of "Five tips" tutorials. These tutorials will providesimple, actionable steps to improving change managementapplication. Each tutorial will focus on a particular element of change management, including:
Five tips for: Succeeding in change management
Five tips for: Sizing your change managementefforts
Five tips for: Better communications
Five tips for: Managing resistanceThis "Five tips" tutorial looks at
uilding organizationalchange management competency
. The tips come directlyfrom practitioner experience and benchmarking data fromProsci's six benchmarking studies conducted over the last12 years (
Note: the 2009 edition of Best Practices inChange Management will be released in September 
ive tips for: Buildingorganizationalchange managementcompetency
1. Treat it as a project2. Treat it as a change3. Utilize a holistic strategy4. Dedicate a team5. Secure sponsorship
- Tutorial highlights -
Five tips for: buildingcompetency1.
reat it as a project - building the competencyrequires a set of plannedactions and someone tomanage them2.
reat it as a change - you areasking people to do their jobdifferently; it requireschange management todeploy change management3.
Utilize a holistic strategy -actions are needed in theleadership, project, skill,structure and process areas4.
Dedicate a team - arepresentative team needs tolead the effort to deploychange management5.
Secure sponsorship - like anyorganization-wide change,deploying changemanagement needs effectiveand well-placed sponsorship
Note: Defining "organizational change management competency"
Changemanagement is defined as the principles, tools and processes for managing the peopleside of a particular organizational change in order to meet objectives. It involvesappreciating and facilitating the individual behavioral and work flow changes that aparticular initiative requires
whether it is a process change, a new technology or areorganization. Conversely,
organizational change management competency
movesbeyond application on a particular, defined change. It includes the application of 
common tools and processes
on numerous initiatives as well as the
uilding of individual competencies
in senior leaders, managers, supervisors, employees andproject teams. The result is a
strategic capa
of being effective at introducingchange. Prosci calls this
"Enterprise Change Management"
rolling out the skills andprocesses to effectively manage the people side of change across an entireorganization.
Treat it as a project
Deploying change management across an organization is not a simple undertaking. Itdoes not occur as a single announcement or decree by senior leaders. And it does notoccur by simply training people about how to manage change. When you buildorganizational competencies in change management, you are
fundamentallychanging how the organization handles change
.To successfully build an organizational competency ± not just change managementcompetency but any organizational competency ± it is critical to
view this work as aproject
. The project needs
. It needs
someone to manage
the project. And itneeds
a team
to evaluate, design and deploy the approach. ³Change managementdeployment´ should be viewed as and managed as a project.Prosci has developed the Enterprise Change Management Deployment Process with aset of steps for designing a deployment effort. Prosci¶s ECM Deployment Process isshown below.
rosci's ECM Deployment
 As you think about change management deployment as a project, there are steps for 
that guide the project. In the vision stage, theteam taking on change management competency building defines the future state ±what will it look like when the organization becomes competent at managing change ±
and assess the current state ± evaluating the levers and risks facing the deploymenteffort. Through the strategy and implementation phases, options are evaluated anddecisions are made on how to
structure and sequence
the deployment effort. Thiswork culminates in a project plan, just like any other project that impacts theorganization.When change management deployment is not treated as a project, there can be
a lot of activity with little progress
. Direction is needed to guide the deployment efforts andensure alignment toward a future state of being change competent (or durable or flexible
re you treating change management deployment as a project? 
Treat it as a change
ot only should change management competency building be viewed as a project, itmust also be viewed as
a change to how people work
. When you ask senior leadersto begin taking on the role of sponsor, they must change how they do their jobs. Whenyou ask project teams to begin applying change management processes and integrating³people side´ activities into their project plans, they must change how they do their jobs.When you ask front
line managers and supervisors to become effective coaches of their direct reports in times of change, they must change how they do their jobs. Applyingchange management
impacts the day-to-day work
of many people in theorganization, and you need to take this change into consideration.To say it another way,
it takes change management to deploy change management
.Consider ³applying change management´ as a change you are trying to bring about.This effort will require both
organizational change management
 ± a structuredapproach and set of tools (like a communications plan, sponsor roadmap, coachingplan, training plan and resistance management plan
± and
individual changemanagement
.Prosci¶s ADKAR® Model describes five key building blocks of any successful change ± Awareness, Desire, Knowledge, Ability and Reinforcement. In the change managementcompetency building context, this would translate as:
 Awareness of the need for 
change management 
Desire to participate and support
change management 
Knowledge on how to apply
change management 
 Ability to implement required
change management 
skills and behaviors
Reinforcement to sustain
change management application
Be careful
many change management practitioners have made the mistake of ignoringchange management when they work to deploy it. When you take on the challenge of 

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