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Prosci Change Management Workshop

At NCCI (14‐July‐2016)

Prosci Change Management


®

Enhance Your University's Change Capability

NCCI Workshop
July 14, 2016
Montreal, Canada

© Prosci Inc. All rights reserved.

Introductions
Bridget Wikidal
Director, Project Management Office

Kathleen Scott
Director of Administrative Operations &
Organizational Excellence

Scott Siler
Manager, Training and Transitions

Lisa Terry
Director, Organizational Excellence

Scott McAllister
VP of Growth

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Prosci Change Management Workshop
At NCCI (14‐July‐2016)

Today’s Session Will Be Interactive

• We plan to co-create insights together with you


as active participants
• We leverage an interactive polling technology to
help enable co-creation

www.pollev.com/ADKAR

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Prosci Change Management Workshop
At NCCI (14‐July‐2016)

Workshop Expectations
To meet more change management leads who are implementing ADKAR. I plan to do this at OSU.
Fun
Connect concepts to actual implementation
Most efficient and effective way to create a change culture in a University that is dealing with extreme change fatigue.
Cool interactive technology!
Be inspired, to inspire!
Understand role of sponsor
Best practice
Examples, best practices, tools
Learn about change management process and tools to use across a variety of platforms.
Understand the tool, its implementation and how I can impact a culture
How to incorporate this model into my organization and work more collaboratively with my colleagues.
Learn best practices for making healthy change and inspiring others to join in the change (not just in IT projects)
Learn about the tools, system to assist with change management
Learn more about using PROSCI in higher education
share best practices around CM in higher ed
Tips, lessons learned on how to build change mgmt capacity on my campus
Understand higher ed specific challenges within Change Management
How to employ tools with exec management
Learn the ADKAR model
Seeing how what I've learned is validated (or not), by your tools and approach
Hear experiences from others on how they were able to bring change management into their university
Have a first experience with ADKAR model
New tools, new vocabulary, solid framework
Know how to use tools in change processes
Have Fun! Collaborate with peers.

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© Prosci Inc. All rights reserved.

Today’s Workshop Agenda


What Is A shared definition
PCT assessment
Change Management
Why is Change Management Getting Results
Mitigating negative consequences
Important ROI factors
Individual Change Management
The ADKAR Framework
ADKAR assessment

The Impacts of Organizational Change Management


Preparing for change
Change Management Managing change
Reinforcing change
Managing Resistance
10 Tactics for managing resistance
Action items
Commitment to Action Next steps

6
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Prosci Change Management Workshop
At NCCI (14‐July‐2016)

Today’s Workshop Agenda


What Is A shared definition
PCT Assessment
Change Management
Why is Change Management Getting Results
Mitigating negative consequences
Important ROI factors
Individual Change Management
The ADKAR Framework
ADKAR assessment

The Impacts of Organizational Change Management


Preparing for change
Change Management Managing change
Reinforcing change
Managing Resistance
10 Tactics for managing resistance
Action items
Commitment to Action Next steps

7
© Prosci Inc. All rights reserved.

© Prosci Inc. All rights reserved.

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Prosci Change Management Workshop
At NCCI (14‐July‐2016)

What Is Change Management


Shared definitions
Technically: Application of a
structured process and set of tools for
managing the people side of change.
How we drive employee
Project Level: A process with
adoption and usage to deliverables used on projects to
capture the portion of support individual change milestones

project benefits that Organizational Level:


• A competency applied by leaders and
depends on people managers to help employees through the
people side of change
changing how they do
their jobs • A strategic capability to increase
organizational change capacity and to
accelerate changes within an organization

9
© Prosci Inc. All rights reserved.

Mind The Gap


Results and
A great idea
outcomes
EMPLOYEE
An innovative ADOPTION Benefit
strategy AND USAGE realization
OF THE
An effectively SOLUTION Sustained
managed
improvement
project

10
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Prosci Change Management Workshop
At NCCI (14‐July‐2016)

Successful Change Requires Both the


Technical and People Sides

Design Installation*
Technical side Develop
Deliver
Results
Current Transition Future
+ = Outcomes
Success
Embrace
People side Adopt Realization*

Use
* Daryl Conner
11 11
© Prosci Inc. All rights reserved.

The achievements
of an organization
are the results of
the combined
effort of each
individual.

-Vince Lombardi

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Prosci Change Management Workshop
At NCCI (14‐July‐2016)

An organizational move from the current to the future

Current Transition Future

Ultimately requires individuals to move


from their own current to their own future
C C C C C T T T T T F F F F F
C C C C C T T T T T F F F F F
C C C C C T T T T T F F F F F
C C C C C T T T T T F F F F F
C C C C C T T T T T F F F F F

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Sometimes, we’ll lose people


during the transition

C C C C C T T T T F F F F
C C C C C T T T T F F F F
C C C C C T T T F F F
C C C C C T T T T F F F F
C C C C C T T T T T F F F F F

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Prosci Change Management Workshop
At NCCI (14‐July‐2016)

And lose even more when we


get to the future state

C C C C C T T T T F F F F
C C C C C T T T T F F F
C C C C C T T T F F
C C C C C T T T T F
C C C C C T T T T T F F

15
© Prosci Inc. All rights reserved.

And our future state looks nothing


like the future state we expected

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 F F F F F
F F F F F F F

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Prosci Change Management Workshop
At NCCI (14‐July‐2016)

F F F F F F F F F
F F F
when we F F F F F
F F F F F F F
F expected F F F F F
F F F F F F F

= increased frustration
= less benefit realization
= unachieved improvement
= not what we expected/hoped for
17
© Prosci Inc. All rights reserved.

Prosci
®

Research Foundation

9 studies What works?


What doesn’t?
17 years What to do differently?
1120
4500 participants
1000
Participants

500

102
1998 2015
0

18
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Prosci Change Management Workshop
At NCCI (14‐July‐2016)

Demographics Summary:
Who contributed the data?
Participants from around the
world, representing 56 countries <500 Number of > 35,000
employees employees: employees
18% 19%
0% 20% 40% 60% 80% 100%

< $50 million Revenue: >$5 billion


19% 27%
0% 20% 40% 60% 80% 100%

Top industries represented: participants had change


1. Health Care
74%
management certification
2. Government – State
3. Banking
4. Finance
5. Consulting Respondents were experienced practitioners
6. Oil and Gas
1 year 1 to 4 4 to 8 8 to 12 More than
7. Government – Federal or less years years years 12 years
8. Insurance
9. Education 5% 24% 25% 18% 29%
10. Manufacturing 0% 20% 40% 60% 80% 100%

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© Prosci Inc. All rights reserved.

Demographics Summary:
Education Data Demographics
Revenue/Budget of participants Type of project reported on
by study participants from
More than $5B 6%
$2.5B - $5B 13% IT software upgrade/installation 17%
$1B - $2.5B 9% Reorganization 17%
$500M - $1B 9%
Other 15%
$250M - $500M 9%
$100M - $250M 13% Culture change 10%
$50M - $100M 15% Enterprise Resource Planning (ERP) 8%
$25M - $50M 2% HR systems/tools 6%
$10M - $25M 13%
Intall Strategic Planning 6%
Less than $10M 13%
0% 20% New product/Market expansion 6%
0% 20%

Number of employees for


More than 35,000 8%
20,000 - 34,999 8%
Including study participation from:
10,000 - 19,999 12% Cranfield University The University of Texas System
5,000 - 9,999 20% Deakin University University of Brighton
2,500 - 4,999 20% Griffith University* University of Minnesota
1,000 - 2,499 16% Johns Hopkins University University of Minnesota Physicians
King Faisal University University of Notre Dame
Less than 1000 18%
Princess Noura University University of Washington
0% 20%
The University of Auckland University of Western Sydney

20
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Prosci Change Management Workshop
At NCCI (14‐July‐2016)

Top Changes Impacting Education

Market Operational Budgetary


Increase in competition Changes to curricula Budget changes

Consolidation Changes to student Changes to federal/state


relations funding
Increase in government
regulations Increased diversity

Change to demand Shifting student


demographics
Increase demand for
eLearning and virtual Increased collaboration
products with commercial
sponsors

21
© Prosci Inc. All rights reserved.

What Changes Are You Currently


Experiencing?
developing better integration in scientific research Quarter to semesters!!
Changing a culture from status quo to one of quality improvement Culture change / behaviors changes
Increased compliance requirements - with no funding Implementing a common human resources business
Culture change / behavior transformation processes and system in a 23 university system. Ouch!
Implementing Advising Analytics, but as part of a larger shift in IT consolidation, HRIS
advising culture (tech + policy change + cultural change); improving Reorganizations
processes across the board, from Finance (implementing new tools for students
procurement/paperless) to scholarship processes. Probably quickly
Changing workforce
approaching saturation.
Services to students – Millenials
Massive growth... And the shift from "family feel" to a business
mindset New president
services to students - Millenials Doing more with less.
Educational technology (pedagogy) Leadership and organizational changes
Reorganization Leadership
Campus activism New credential system
Process improvement in administrative areas. Implementing Lean
Adkar Need to update outdated technology
Need for faster progress against goals Low student enrollment, so major budget cuts
HR system and processes Operational efficiency
IT changes - moving to the cloud and getting people to change how Governance
they are working new email / calendar software
Technology and culture. Culture
Moving away from customized administrative applications to a cloud change in technology
solution with streamlined processes. Cannot change application - Governance
people must change. change in leadership
ERP
Sweeping changes in leadership

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Prosci Change Management Workshop
At NCCI (14‐July‐2016)

Impact of Change Management

6x Increased likelihood
of meeting objectives
Percent of study
participants who met
or exceeded objectives
100%
100% 100%
100%
Met or exceeded objectives 94%
On schedule 94% 80%
76%

On budget 81% 73%


76% 71%
60%

50%
70%
62% 40%
44%
52% - Education
48% 20% 15%
- All
42% 0%
15% 32% 0%

Poor Fair Good Excellent


14% Change management effectiveness
0%
0%
Poor
Poor Fair
Fair Good Excellent
Good Excellent
Change Management Effectiveness
23
© Prosci Inc. All rights reserved.

Importance of CM on Outcomes
Organizational Maturity in CM:
Higher CM maturity means
higher project success rates Education: All:
Level 5 0% Level 5 2%

Level 4 6% Level 4 12%

Level 3 34% Level 3 37%


Project success rate Level 2 Level
50% 2 40%
by maturity level: Level 1 10% Level 1 9%
0% 50% 0% 50%

Level 5 65%

Level 4 61%
Is your organization actively working
Level 3 52% to build org change capability?
Level 2 45%
Education: All:
Level 1 37%

Overall 49% 24% 29%


20% 49%

24
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Prosci Change Management Workshop
At NCCI (14‐July‐2016)

Prosci’s Five Tenets

1 We change for a reason.

2 Organizational change requires individual change.

3 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.

25
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Questions for the Five Tenets

1 We change for a reason. What are the reasons for your change?

2 Organizational change requires Who has to do their jobs differently as a result of


individual change. your project or initiative?

3 Organizational outcomes are the How do the individual transitions connect directly
collective result of individual change. to the outcomes you expect from your change?

Change management is an enabling What structured approach are you taking to


4 framework for managing the people enable employees to embrace, adopt and use the
side of change. change?

We apply change management to How important are the benefits and desired
5 realize the benefits and desired outcomes of the change? How much are you
outcomes of change. willing to do/invest to make sure they are realized?

26
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Prosci Change Management Workshop
At NCCI (14‐July‐2016)

Impacts of Change Management


Project Change Triangle (PCT)

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Impacts of Change Management


Project Change Triangle (PCT)

1. Identify a change initiative that you are familiar


with or actively engaged in

2. Complete the Prosci PCT™ assessment


®

individually

3. Be prepared to share your insights

28
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Prosci Change Management Workshop
At NCCI (14‐July‐2016)

Project Change Triangle (PCT) Debrief

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Impacts of Change Management


Project Change Triangle (PCT)

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Prosci Change Management Workshop
At NCCI (14‐July‐2016)

PCT Applications
Conducting PCT Assessments

Evaluating Project Health

Identifying Risk Factors

Driving Next Steps

Tracking Progress

Creating a Shared Vision

Examining the Portfolio


31
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Tracking Progress

Initiate Plan Design Develop Deploy

Assessment Name Date Created Responses L/S PM CM

Initiate 01/01/2015 9 21 17 12

Plan 03/01/2015 8 26 21 18

Design 04/01/2015 7 27 23 21

Develop 06/01/2015 7 28 26 24

Deploy 09/01/2015 8 29 27 26

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Prosci Change Management Workshop
At NCCI (14‐July‐2016)

Workshop Agenda
A shared definition
What Is Change Management PCT Assessment

Why is Change Management Getting results


Mitigating negative consequences
Important ROI factors
Individual Change Management
The ADKAR Framework
ADKAR assessment

The Impacts of Organizational Change Management


Preparing for change
Change Management Managing change
Reinforcing change
Managing Resistance
10 Tactics for managing resistance
Action items
Commitment to Action Next steps

33
© Prosci Inc. All rights reserved.

34
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Prosci Change Management Workshop
At NCCI (14‐July‐2016)

Bigger
Change

Faster
Change

More
Complex
Change More
Interconnected
Change
© Prosci Inc. All rights reserved.

Your ability to deliver


on your MISSION

is directly impacted
by how effectively you
manage change
36
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Prosci Change Management Workshop
At NCCI (14‐July‐2016)

Why is Change
Management Important?

=
Current Transition Future Benefits

Current Transition Future

Adoption and usage impacts


37
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Why Change Management


Getting results

Project Name Purpose Particulars People

If people don’t change how they do their job, then it doesn’t


matter what specific changes are implemented.

If people don’t change how they do their job, then we ultimately


won’t achieve what we set out to do from the beginning.

38
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Prosci Change Management Workshop
At NCCI (14‐July‐2016)

With change, you can expect a decline in


productivity and an increase in resistance
1st communication or
1st rumor

Comfort / security
Decreasing productivity
Increasing resistance

Productivity loss
Worry / uncertainty Employee dissatisfaction
Passive resistance

Turnover of valued employees


Risk / flight Tangible customer impact
Active resistance
Opt-out of the change

Time
Prosci® Flight Risk Model
39
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With poorly managed change, you can


expect a bigger impact that will last longer
1st communication or
1st rumor

Comfort / security
Decreasing productivity
Increasing resistance

Worry / uncertainty

Risk / flight
?
Time
Prosci® Flight Risk Model
40
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Prosci Change Management Workshop
At NCCI (14‐July‐2016)

The reality is that change creates instability


and introduces risk to the organization
1st communication or
1st rumor

Comfort / security
Decreasing productivity
Increasing resistance

Worry / uncertainty

Risk / flight

Time
Prosci® Flight Risk Model
41
© Prosci Inc. All rights reserved.

Multiple changes within the organization


aggravate and compound this risk
1st communication or
1st rumor

Project 1

Project 3
Decreasing productivity
Increasing resistance

Project 2

Time
Prosci® Flight Risk Model
42
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Prosci Change Management Workshop
At NCCI (14‐July‐2016)

The degree of impact will vary by group and depends on


the effectiveness of change management work
1st communication or
1st rumor

Dept. A
Decreasing productivity
Increasing resistance

Dept. C Productivity loss


Employee dissatisfaction
Dept. B Passive resistance

Turnover of valued employees


Tangible customer impact
Dept. D Active resistance
Opt-out of the change

Time
Prosci® Flight Risk Model
43
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Review of ROI Factors

Speed of adoption How quickly do people get on board?

How many people engage in the


Ultimate utilization change?

Proficiency How well are people performing?

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Prosci Change Management Workshop
At NCCI (14‐July‐2016)

The Big Picture
How do the pieces fit together?
Change Management Change Management Change Management Organizational
Strategy Activities Outcomes Results/
Desired Outcomes

Throughout the program,


we will continue
to build a big picture of how
the pieces fit together

45
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The Big Picture
Why are we taking on the project in the first place?

Change Management Change Management Change Management Organizational


Strategy Activities Outcomes Results/
Desired Outcomes

On time

On budget

Achieve objectives

- lower costs
- increased
efficiency
- desired
outcomes

46
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Prosci Change Management Workshop
At NCCI (14‐July‐2016)

Workshop Agenda
A shared definition
What Is Change Management PCT assessment

Why is Change Management Getting results


Mitigating negative consequences
Important ROI factors
Individual Change Management
The ADKAR framework
ADKAR assessment

The Impacts of Organizational Change Management


Preparing for change
Change Management Managing change
Reinforcing change
Managing Resistance
10 Tactics for managing resistance
Action items
Commitment to Action Next steps

47
© Prosci Inc. All rights reserved.

How does
this
individual
make a
successful
personal
change?

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Prosci Change Management Workshop
At NCCI (14‐July‐2016)

Processes
Location Equipping
and
Systems
Compensation
supporting
Aspects of a
person’s job these
Performance
reviews
you can impact Tools individual
changes
Reporting Job is how
structure roles
results are
Mindset/
Attitudes/
Critical
behaviors
realized
Beliefs

49
© Prosci Inc. All rights reserved.

Processes
Location Equipping
and
Systems
Compensation
supporting
Aspects of a
person’s job these
Performance
reviews
you can impact Tools individual
changes
Reporting Job is how
structure roles
results are
Mindset/
Attitudes/
Critical
behaviors
realized
Beliefs

50
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Prosci Change Management Workshop
At NCCI (14‐July‐2016)

Processes
Location Equipping
and
Systems
Compensation
supporting
Aspects of a
person’s job these
Performance
reviews
you can impact Tools individual
changes
Reporting Job is how
structure roles
results are
Mindset/
Attitudes/
Critical
behaviors
realized
Beliefs

51
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Prosci Change Management Workshop
At NCCI (14‐July‐2016)

Awareness
The Five Building Blocks for
Successful Change

Desire

Knowledge

Ability

Reinforcement®
Copyright © 2016. Prosci Inc. All rights reserved.

Change begins with understanding


Awareness
WHY

Desire

Knowledge

Ability
Why is this change needed?
Why is this change needed now?
Reinforcement®
What is the risk of not changing?
Copyright © 2016. Prosci Inc. All rights reserved.

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Prosci Change Management Workshop
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Awareness Change involves personal decisions

Desire

Knowledge

Ability

What’s in it for me (WIIFM)?


Reinforcement® A personal choice
A decision to engage and participate 55
Copyright © 2016. Prosci Inc. All rights reserved.

Awareness Change requires knowing how

Desire

Knowledge

Ability

Understanding how to change


Reinforcement® Training on new processes and tools
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Prosci Change Management Workshop
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Awareness Change requires new proficiency

Desire

Knowledge

Ability

The demonstrated capability to


Reinforcement® implement the desired change
Copyright © 2016. Prosci Inc. All rights reserved.

Change must be reinforced to be


Awareness
sustained

Desire

Knowledge

Ability

Actions and measures increase the


Reinforcement® likelihood a change will be continued
Copyright © 2016. Prosci Inc. All rights reserved.

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Prosci Change Management Workshop
At NCCI (14‐July‐2016)

Real Life Example

Same Change, Different Desires

59
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Table Exercise
®
Personal ADKAR Worksheet
Complete the exercise for a change you would like to see happen with
a friend or family member.

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Prosci Change Management Workshop
At NCCI (14‐July‐2016)

ADKAR Profile: Mark your score for each


®

ADKAR element and shade the area below


6

An example for 5

a profile with:
A=4
4

D=5 3

K=2 2

A=1 1

R=4
0
Awareness Desire Knowledge Ability Reinforcement

61
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Action Steps for Each


ADKAR Building Block
• Effective and targeted communications
To Build
• Senior leaders sharing the why and the vision
Awareness • Ready access to information
• Senior leaders demonstrating their commitment
To Create
• Managers and supervisor advocating the change
Desire • Employee participation and involvement
• Effective training with the proper context
To Develop
• Education for during and after the change
Knowledge • Job aides and real-life application
• Coaching by managers, supervisors, and SMEs
To Foster
• Hands-on exercises, practice and time
Ability • Elimination of any potential barriers
• Celebrate successes, individually and as a group
To Reinforce
• Rewards and recognition that are meaningful
Change • Feedback on performance and accountability

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Prosci Change Management Workshop
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Without • Employees asking the same questions over and over


Awareness • Lower productivity & higher turnover
and Desire • Hoarding of resources and information
you will see: • Delays in implementation

• Lower utilization or incorrect usage of new systems


Without
• Employees worry whether they can be successful in
Knowledge the future
and Ability • Greater impact on customers and partners
you will see:
• Sustained reduction in productivity

• Employees revert back to old ways of doing work


Without
• Ultimate utilization is less than anticipated
Reinforcement
• The organization creates a history of poorly managed
you will see: change

63
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Understand the Barrier Point


6
6
5
5
4
4
3
3
2
2
1
1
0
0
A D K A R
A D K A R

Barrier Point:
6

4 The first score of 3


or lower moving
3

1 from Awareness to
0
A D K A R Resistance

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Prosci Change Management Workshop
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ADKAR Defines Success: For One


Person or Organization-Wide Changes
Or five Or twenty
A
A A
D
A A
Change with people… D
A people… A
D
A
KA
AA KA
D
A
D
K
D

one person D D
A A K A
D D R A DD A A
K K D
A AA K A KD D A
AA K K A R KK A R D K
A D KA K R
A D DR A A D AAA D K
A DR A DR K AR A A
DR K K R K DRR K A R
K A
K A RK R
A
D A
K A R
A R
A
A R
R
R R
A R
K R
R
R

A A A A
A
D
A
D
A
D
A A A A
A
D
A A
A
A AA
D
A A
D
A A A A KA D D DAA
A D D
A D
R
A A A A K
D D A
A
D D D D
A D A D D A A A DKAAA AK A KAAD DAAA AKAAA K
D
A K K A K AA KDD A
A A AK AA K D A A AK AA K A D KA A AD KA
D AD KAK
D D D DAA DD A
R
A A
DA ADA ADDK A DD
AD
A D D
AAA K A A
K K D D A DAA ADDA AKKK A A A A
D A D AD D A
K AA D
A A K A KA AA AAK A KAKA KK
DR A KA D R DKD R A DA R K DD A
DD D AA D A A K AD AA D A A D AA D A A DK A A A D A D A
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K RK D AAK D DAR K D K A DDR K D
A AKA DD D R AA DD A A D D DDAAA A AA AA
KA D AAD K AKAKAK D
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D RAAA RDDRD ARR DRK AADRAK A ADR
RR R D RRR K AA DAR K
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A A ARA DAD
KD AA DAKAR DA
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DK A
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Or 1000
D RD AK KD A A AD K AR
DAR ADA R DDRAADA R AA A A RA R
AAA K
R
K AD A A A DK KR A R
A K DD
K R A DARAKA KDAKAA DARAKK R D RA K
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RAK AKD AA A
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D AADR AK K RA
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A R D
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DDA A R A DK
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AD D AK KAADKD D A D R ARDD
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DR D A KDAA AAAK
R D R KKA DA AKA AKD AADRAKR D K R A A D R ARA DD A A AA D A K AR D D R
R AA A D AA R K
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DDARAAR
AA
KDKRDDARA A KDRD K AD A A RDAADAR
D R DARD
K DK DA A
ARAA DK AKA D KA DDRADAA D KK A AKK A
D ARADR DAR KA DRD R K KDR D RAKA DD DR KR D
D R AK AK DA RR A RDKA KAAAAR KD AR KAA AAR A A
DR A D

people…
DR R K K
D
K KK
AA KD RR K K KK K AR AKRADRDK A
K D K DK A AA DADAR
K KK KA D ARAKKKA DAR DR KK A DR K
A DR R KA
D KK AA
K D R
A A K D R A K A A D R K DKRA K
A D R AKA DAD
R K R A KK A
R R A
D AR D
K R A A KR R A K A A K A K
K ARA RAK K D R KKR K
ARA A A A RA A
DA KA KA
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DRAKD
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DDRR AK K AR A
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A A AA D
DR KDKR AAA AD K
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AA K
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A D K A
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K R D ARA DA A A DD R A A
K
A DR R AA R
AAK R AAAA A
R D R D A A R D AAAR
KR RAD AR
AD A A
RD R K RRAADAR K AARARDRKKKA DDRA RK
R AA KA RARAKA DAD RK
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A
A A DRR RK A
DR D DKR A K
A DR K AD AR K A
A KD R A DR R KR R K A A R KK DRR A
D
K KR R KK K
R K D RR A K A D R K D RK A
A DR
R K RR RRA
A K R R RKK ARDRR K AR DR K A
K A DRR K A AR K A DRAR A
RK K K RK KR KA RR K A RA RK R R R A R
K RR R A RK A RA RKRR A
R RA AAR K R A R A A RAR K A R K RA R K R K K
R K A RK R A RK R K KA A AA
R R A R K RRA AA A A AA A A
A R
A A
R
A A A
A
R AR RR
AR R
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A R RA A R R R A RR
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A R A A R A A R AR R A RR A R R R
R R R R
R RR R R R
R R R R R R R R RR R R R
R R R R

65 65
© Prosci Inc. All rights reserved.

Not Everyone Changes at the Same Pace


Person A A D K A R

Person B A D K A R

Person C A D K A R

Person D A D K A R

Person E A D K A R

Person F A D K A R

Person G A D K A R

Person H A D K A R

Person I A D K A R

66
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Prosci Change Management Workshop
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Individual Change Management


Awareness Desire Knowledge Ability Reinforcement
®

• Why is the change needed?


Awareness • Why now? Executive Sponsor
• What if we don’t?

• Personal motivators
Direct Manager
Desire • Organizational motivators
• Inhibiters

Knowledge • Needed skills and competencies Our Default ?

• Demonstrated capability
Ability • Overcoming barriers

Reinforcement ®
• Mechanisms, Rewards, Celebrations, Measurement

67
Copyright © 2016. Prosci Inc. All rights reserved.

Individual Change Management

Practical Uses of ADKAR:


1. Making sense of change

2. Guiding change management plans

3. Measuring progress

4. Diagnosing resistance

5. Developing corrective actions

6. Enabling managers and supervisors

68
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Prosci Change Management Workshop
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The Big Picture
What is required to achieve results and outcomes?

Change Management Change Management Change Management Organizational


Strategy Activities Outcomes Results/
Desired Outcomes

Awareness On time

Desire On budget

Knowledge Achieve objectives

Ability - lower costs


- increased
Reinforcement® efficiency
- desired
outcomes

69
© Prosci Inc. All rights reserved.

Workshop Agenda
A shared definition
What Is Change Management PCT assessment

Why is Change Management Getting results


Mitigating negative consequences
Important ROI factors
Individual Change Management
The ADKAR framework
ADKAR assessment

The Impacts of Organizational Change Management


Preparing for change
Change Management Managing change
Reinforcing change
Managing Resistance
10 Tactics for managing resistance
Action items
Commitment to Action Next steps

70
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Prosci Change Management Workshop
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Organizational Change Management

Phase 1 - Preparing for change

Define your change

Organizational
management strategy

Change Management
Prepare your change
management team

Develop your
sponsorship model

Prosci’s
What processes and tools exist
3-Phase Phase 2 - Managing change
for a project team to support
Process
individuals?
Develop change
management plans

Take action and


implement plans

Deliverables
Phase 3 - Reinforcing change™

Collect and analyze


feedback

Diagnose gaps and manage


resistance

Implement corrective actions


and celebrate successes

71
© Prosci Inc. All rights reserved.

Prosci 3-Phase Change


®

Management Process

Student Success
Phase 1 - Preparing for change

Define your change


Initiative management strategy

Prepare your change

New IT System
management team

Develop your Process guidance


sponsorship model

New Customer
Experience Templates
Phase 2 - Managing change

Develop change
New Learning management plans
Assessments
Management System Take action and
implement plans

Checklists
Faculty Affairs
Initiative Phase 3 - Reinforcing change™
Benchmarking data
Collect and analyze
feedback

Process Optimization Diagnose gaps and manage


resistance

Reorganization Implement corrective actions


and celebrate successes

72
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Prosci Change Management Workshop
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Change
Phase 1 - Preparing for change resistant

Medium risk High risk


Define your change
management strategy Organizational Situational
Prepare your change
attributes
Awareness
Low risk Medium risk
management team
Change
ready
Develop your Small, Large,
sponsorship model incremental disruptive

Change characteristics

Phase 2 - Managing change


PMCM PM CM
Develop change
management plans

Take action and PM &


implement plans PM CM CM
CM

Phase 3 - Reinforcing change™ Supporting


Collect and analyze Structures
feedback

Diagnose gaps and manage


resistance
Mfg Dist IT BU 1 BU 2
Implement corrective actions
and celebrate successes
Sponsor Assessment Diagram
73
© Prosci Inc. All rights reserved.

Phase 1 - Preparing for change

Define your change Five Levers


management strategy

Prepare your change


Communications Plan
management team

Develop your
Sponsor Roadmap
sponsorship model
Coaching Plan

Training Plan
Phase 2 - Managing change

Develop change Resistance Mgmt Plan


management plans

Take action and


implement plans

Phase 3 - Reinforcing change™

Collect and analyze


feedback Future
Diagnose gaps and manage
resistance

Implement corrective actions


and celebrate successes
Project
Objectives
74
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Prosci Change Management Workshop
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Phase 1 - Preparing for change

Define your change


management strategy

Prepare your change

Compliance audits
management team

Develop your
sponsorship model

Gap identification
Success celebration
Phase 2 - Managing change

Develop change
management plans

Take action and


implement plans
Reinforcement mechanisms
Transfer of ownership
Phase 3 - Reinforcing change™

Collect and analyze


feedback

Diagnose gaps and manage


resistance

Implement corrective actions


and celebrate successes

75
© Prosci Inc. All rights reserved.

Change Management Activities


Drive Individual Milestones
Individual:

Awareness Desire Knowledge Ability Reinforcement

Organizational:
Communication plan

Sponsor roadmap

Coaching plan

Training plan

Resistance Mgmt

76
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Prosci Change Management Workshop
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What Can We Do To Drive and


Support Individual Transitions?

General Kick off Major events “Go Live”


Project
Lifecycle Initiate Plan Design Develop Deploy

Individual Prosci ®

Change Journey ADKAR A D K A R


®

Milestones Model

Organizational Prosci
®
Phase 1: Phase 2: Phase 3:
Change Mgmt 3-Phase Preparing Managing Reinforcing
for Change Change Change
Activities Process
Strategy Plans Measures

77
Copyright © 2016. Prosci Inc. All rights reserved.

What Can We Do To Drive and


Support Individual Transitions?

General Kick off Major events “Go Live”


Project
Lifecycle
Initiate Plan Design Develop Deploy

Individual Prosci
®

Change Journey ADKAR ADK A R


®

Milestones Model

Organizational Prosci
®

Phase 2:
Change Mgmt 3-Phase
Activities Process
Plans

78
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Prosci Change Management Workshop
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Impacts of Change Management

Change Management Change Management Change Management Organizational


Strategy Activities Outcomes Results/
Desired Outcomes

Communication Awareness On time

Sponsorship Desire On budget

Training Knowledge Achieve objectives

Coaching Ability - lower costs


- increased
Resistance Reinforcement® efficiency
management - desired
outcomes

79
© Prosci Inc. All rights reserved.

Workshop Agenda
A shared definition
What Is Change Management PCT assessment

Why is Change Management Getting results


Mitigating negative consequences
Important ROI factors
Individual Change Management
The ADKAR framework
ADKAR assessment

The Impacts of Organizational Change Management


Preparing for change
Change Management Managing change
Reinforcing change
Managing Resistance
10 Tactics for managing resistance
Action items
Commitment to Action Next steps

80
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Prosci Change Management Workshop
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Resistance Does Not Occur


in a Vacuum
Personal context Organizational context
– An employee’s personal – History with change
and family situation • Successes, failures
• Flavor of the month
– An employee’s
professional career – An organization’s values
history and plans and culture

– The degree that this – Change saturation and


change will affect them change capacity
personally

81
© Prosci Inc. All rights reserved.

“Some people
change when
they see the
light, others
when they feel
the heat.”
- Unknown

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Prosci Change Management Workshop
At NCCI (14‐July‐2016)

What Are the Most Common Types of


Resistance in Your Organization
Don't contribute people to serve on project or advisory Complaining about management decisions

Duck. This too shall pass Silos. Lack of understanding that we are all in the same team.
Ignoring and saying sorry because they know there are no Shadow systems
consequences.
"We don't have the bandwidth,". Too much going on.
this has failed before and I will make sure it fails this time too
People addicted to the status quo/passive aggressive
Passive-aggressive behavior is the indirect expression of behavior
hostility, such as through procrastination, stubbornness,
sullen behavior, or deliberate or repeated failure to Not communicating or collaborating with others
accomplish requested tasks for which one is (often explicitly)
responsible. Shut down

Agreeing in public and sabotaging in private


Too busy - don't show up - too late to be a part of solution
Refusing to follow a process
Nothing's really"mandatory" Waiting to see what the "new boss" thinks...
"Just another death by committee"
Passive aggressive behavior
passive aggressive behavior
wait it will go away, work arounds,
Shadow systems
Sabotage or spreading rumors
Passive aggressive or
Passive
Long timers: we always done it that way
Work arounds
Non-adoption

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Prosci Change Management Workshop
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Ineffective Methods for


Resistance Management

1 Ignoring that it exists

2 Broadcasting one-way communications

3 Using threats, fear or coercion

4 Dictating, mandating or forcing change

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Most Resistant Groups

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Prosci Change Management Workshop
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Reasons Why Employees


Resist Change

1 Lack of awareness for why change is needed

2 Disagreement with the specific change

3 Overload due to change saturation

4 Fear of job loss and uncertainty

5 Lack of leadership support

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Anticipating and Avoiding


Resistance

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Prosci Change Management Workshop
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3 Modes to Managing Resistance

89
© Prosci Inc. All rights reserved.

3 Modes to Managing Resistance


 Make a compelling case for “why”
Resistance
 Ensure active and visible sponsorship
prevention  Provide opportunities for involvement

 Where is resistance likely to come from?


Proactive
 What is resistance likely to look like?
resistance  What are the likely sources of resistance?
management  What can we do to address this in advance?

Reactive  Diagnose the root cause


resistance  Address the root cause
management  Enable the appropriate resistance managers

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Prosci Change Management Workshop
At NCCI (14‐July‐2016)

Remember the ADKAR Barrier Point ®

6
6
5
5
4
4
3
3
2
2
1
1
0
0
A D K A R
A D K A R

Barrier Point:
6

4 The first score of 3


or lower moving
3

1 from Awareness to
0
A D K A R Resistance

91
© Prosci Inc. All rights reserved.

10 Methods to Address Resistance


1 Listen and understand objections
2 Focus on the what and let go of the how
3 Remove barriers
4 Provide simple, clear choices and consequences
5 Create hope
6 Show benefits in a real tangible way
7 Make a personal appeal
8 Convert the strongest dissenters
9 Create a sacrifice
10 Use money or power

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Prosci Change Management Workshop
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Top 10 Steps for Managing Resistance

1 Method 1 - Listen and understand


objections
– A critical step any manager should take when creating
desire to change is to listen.
– In many cases employees simply want to be heard
and to voice their objections.
– Understanding these objections can often provide a
clear path toward resolution.
– Listening can also help managers identify
misunderstandings about the change.

© Prosci Inc. All rights reserved.

Top 10 Steps for Managing Resistance

2 Method 2 - Focus on the “what” and let


go of the “how”
– For some types of changes, it is effective for managers
to let go of the "how" and simply communicate
"what" needs to change (focus on outcomes).
– This process transfers ownership of the solution to
employees.
– Employee involvement and ownership naturally builds
desire to support the change.

© Prosci Inc. All rights reserved.

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Prosci Change Management Workshop
At NCCI (14‐July‐2016)

Top 10 Steps for Managing Resistance

3 Method 3 – Remove barriers


– Barriers may relate to family, personal issues, physical
limitations or money.
– Fully understand the individual situation with this
employee. What may appear to be resistance or
objections to the change may be disguised barriers
that the employee cannot see past.
– Identify the barriers clearly.
– Determine ways that the business may be able to
address these barriers.

95
© Prosci Inc. All rights reserved.

Top 10 Steps for Managing Resistance

4 Method 4 - Provide simple, clear choices


and consequences
– Building desire is ultimately about choice.
– Managers can facilitate this process by being clear
about the choices employees have during change.
– Communicate in simple and clear terms what the
choices and consequences are for each employee.
– By providing simple and clear choices along with the
consequences of those choices, you can put the
ownership and control back into the hands of
employees.

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Prosci Change Management Workshop
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Top 10 Steps for Managing Resistance

5 Method 5 – Create hope


– Many people will respond to the opportunity for a
better future.
– Managers can create desire to change by sharing their
passion for change, and by creating excitement and
enthusiasm.
– People will follow a leader who can create hope and
whom they respect and trust.

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Top 10 Steps for Managing Resistance

6 Method 6 - Show the benefits in a real


and tangible way
– For some employees, seeing is believing. Demonstrate
the benefits of change in a real and tangible way:
• Share case studies.

• Invite guests to provide personal testimonials.

• Visibly demonstrate the success of pilot programs or trials.

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Prosci Change Management Workshop
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Top 10 Steps for Managing Resistance

7 Method 7 – Make a personal appeal


– A personal appeal works best with honest, open
relationships where there is a high degree of trust and
respect.
– A personal appeal may sound like:
• "I believe in this change."

• "It is important to me."

• "I would like your support."

• “You would be helping me by making this change work."

99
© Prosci Inc. All rights reserved.

Top 10 Steps for Managing Resistance

8 Method 8 – Convert the strongest


dissenters
– Managers can use special interventions to convert
strong and vocal dissenters.
– The strongest dissenters can become your strongest
advocates.
– They are often equally vocal in their support as they
were in their resistance.

100
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Prosci Change Management Workshop
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Top 10 Steps for Managing Resistance

9 Method 9 – Create a sacrifice

– Often termed the "sacrificial lamb," removing a key


manager who is demonstrating resistance to change
sends a powerful signal to the organization as a whole.
– The message is:
• They are serious about this change.
• Resistance will not be tolerated.
• The consequences for not moving ahead with the organization
are real and severe.
– Use with caution and with involvement of HR and legal.

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Top 10 Steps for Managing Resistance

10 Method 10 – Use money or power

– Use with mid-level or senior managers who are critical


to the success of the change:
• Increase their compensation or create a bonus program such
that they are directly rewarded for the successful completion
of the change.

• Offer a promotion to a position they desire.

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Prosci Change Management Workshop
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Workshop Agenda
A shared definition
What Is Change Management PCT assessment

Why is Change Management Getting results


Mitigating negative consequences
Important ROI factors
Individual Change Management
The ADKAR framework
ADKAR assessment

The Impacts of Organizational Change Management


Preparing for change
Change Management Managing change
Reinforcing change
Managing Resistance
10 Tactics for managing resistance
Action items
Commitment to Action Next steps

© Prosci Inc. All rights reserved.

Commitment to Action
Action items
1. Take a few minutes to reflect on your key
learning points from today

2. Write down 3 things you plan to do


differently after this workshop

3. Hold yourself accountable to gain


additional knowledge and ability to apply
change management

© Prosci Inc. All rights reserved.

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Prosci Change Management Workshop
At NCCI (14‐July‐2016)

Personal Commitment to Action


Try to build a "change saturation" organizational view for our executives; possibly by stakeholder view...

Involving PM and sponsors in Adkar assessment throughout the project


I am going to share some of the research with change agents in my org and identify opportunities to strengthen
our change mgt approach.

Bring adkar to my tool box and work on "desire" and get etools
use this cool polley system
Use PCT assessment tool to get folks to discuss their perspectives on a change initiative
Use ADKAR model to CM
Look into getting Prosci e-tools
Add a change management level to the list of criteria in our project priorization process
Middle managers as integral part of cm plan
Improve ways in which value measurement is articulated
I'm going to evaluate the best tools to manage resistance in my organization & implement on my project.

Improve sponsor and change agent coaching and education


Better assess awareness in myself and in team before moving to desire
Make more use of reinforcement!
Make the notion of change management part of all my discovery and planning projects.
I'm going to go back to my teams, inform them of this info, and figure out what I could have done better.

I will use ADKAR more rigorously.


I am going to revisit my change strategy and make sure that it starts with WHY!

© Prosci Inc. All rights reserved.

Commitment to Action
Next steps
Near term Long term

• Further your change • Champion change management


management knowledge and in your organization
ability

• Read the ADKAR book on ®


• Explore change management
individual change certification
management

• Look for opportunities to


• Integrate change management
apply change management into future change efforts

• Free Info: portal.prsoci.com • Build your own personal change


management competency

© Prosci Inc. All rights reserved.

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Prosci Change Management Workshop
At NCCI (14‐July‐2016)

Take the Chance Out


of Your Change Efforts

© Prosci Inc. All rights reserved.


10

Feedback or Additional Information

Scott McAllister
Vice President of Growth
Office: +1 970 203 9332
Mobile: +1 303 669 4863
smcallister@prosci.com

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