The People Side of Change

The People Side of
Change
APSAC Professional
Development Presentation
©Prosci. Used with permission under terms of license agreement.

www.change-management.com
Getting Started
l How many people take pride in the way you
do your work today?
l How many people believe that the work you
do everyday directly contributes to Purdue’s
success?
l Look to the person next to you and thank
them for a job well done.
©Prosci. Used with permission under terms of license agreement. www.change-management.com

Employees Have Found
Meaning in Their Work
l Most employees feel their work matters --

that they’re contributing to something larger
than themselves. The majority of our
employees have found a sense of meaning in
the work they do today.

Change Readiness and Comfort
l Comfort with the current state

l Do not underestimate the power of
“comfort” with how things are today
l The natural reaction to change is pause
and reflection
“Many change agents are surprised by the reaction to change,

when in fact they should plan for many reactions.”

Three Phases of Change
Current Transition Future

State State State

Current State
l Employees generally prefer the current state

State State State

Future State
l The future state is unknown to the employee.

State State State

Transition State
l The transition state creates stress and anxiety

State State State

Today’s Discussion
l What is change management?
l How do we manage change from both the
individual and organizational perspective?
l How do we manage readiness?

What is
Change Management?
A structured process and set of tools

for leading the people side of change.

Understanding Impact of
Change on Everyday Jobs
Prosci CM Impact Index Group 1 Group 2 Scale
Overall impact on their day to day work 1 3 0 = Little or no impact
Amount of change to their work processes 1 3 1 = less than 25% impact
Amount of change to systems or tools they use 2 2 2 = less than 50% impact
Amount of change to job roles or responsibilities 0 1 3 = less than 75% impact
Other 0 0 4 = 100% impact
Impact Index 22% 56%
78% 44%
Degree of Impact
Group Name Group 1 Group 2

Change Management
Maturity Model (Prosci)
Change management competency is evident Continuous Highest
Organizational in all levels of the organization and is part of process probability of
Level 5 competency the organization’s culture and intellectual improvement in success
property. place
Organizational Organization-wide standards and methods Selection of

Level 4 standards are broadly deployed for managing and common approach
leading change
Multiple Comprehensive approach for managing Examples of best

Level 3 projects change is being applied in multiple projects practices evident
Isolated Some elements of change management are Many different

Level 2 projects being applied in isolated projects tactics used
inconsistently
Adhoc or Little or no change management applied People-dependent Highest rate of

Level 1 absent without any formal project failure,
practices or plans turnover and
productivity loss

Blending Organizational and
Individual Approach
l At an organizational level
l Using a structured change management approach
l Engaging sponsors in the change process
l At an individual level
l Building change competency of managers and supervisors
l Equipping employees to have the right conversations about
change and how the change impacts them

Phase 1 – Preparing for change
Define your change
management strategy
Prepare your change

management team
Develop your
sponsorship model
OnePurdue’s Phase 2 – Managing change
Comprehensive Develop change management plans
Change Take action and implement plans
Management
Approach
Phase 3 – Reinforcing change
Collect and analyze feedback
Diagnose gaps and manage readiness
Implement actions and

celebrate successes

Phase 1 – Preparing for Change –
assesses the current state and prepares
for the transition.
Phase 1 Preparing for change

Assessing the Creating a change
Define your change Sizing the change
management strategy
organization management strategy
Prepare your change

management team
Assessing team Preparing the change

Develop your sponsorship model Acquiring resources
competencies management team
Phase 2 – Managing change

Developing sponsor
Develop change management plans Identifying sponsors Assessing sponsor
models and enabling
and stakeholders competencies
sponsors
Take action and implement plans

Outputs:
Sizing the change profile
Organizational attributes profile
Implement actions and Change management strategy guidelines
celebrate successes Change management team structure
Sponsor structure and responsibilities

Define your change
management strategy
Prepare your change

Desired outcomes
management team
Awareness
Develop your sponsorship model
Organizational attributes
Change characteristics
Desire
Phase 2 Managing change A
Develop change management plans D Customized
Knowledge activity
Take action and implement plans
K design
A
Ability
Phase 3 Reinforcing change
R
Reinforcement

celebrate successes
Outputs:
Communications plan
Supervisory coaching plan
Training plan
Phase 2 -- Managing Change -- can be linked Readiness management plan
to the transition phase. Sponsor roadmap
Project team activities
Master schedule

Define your change
management strategy
Phase 3 – Reinforcing Change -- provides
Prepare your change
management team
a framework for assessing and reinforcing
progress within the future state.
Develop your sponsorship model
Phase 2 – Managing change
Develop change management plans
Take action and implement plans Assessing

Auditing compliance
effectiveness Analyzing change
Listening to employees
with
of new
new processes,
processes, management
and gathering feedback
systems and roles effectiveness

Identifying
Identifying root
root causes
causes Enabling sponsors and
Developing action
Developing corrective
plans
and to
related pockets of
readiness coaches to manage
action plans
Diagnose gaps and manage readiness resistance resistance
readiness

celebrate successes
Celebrating early Conducting “After action
Implementing action
corrective
plans
successes and reviews” and
action
reinforcing the change transferring ownership

Define your change
management strategy
Prepare your change

management team
Develop your
sponsorship model
Management
Approach

celebrate successes

Sizing the Change
l Scope the Change (workgroup, department, division,

enterprise)
l Determine Number of Individuals Impacted
l Define Change Type (policy, process, system,
organization, job roles, etc.)
l Determine Amount of Change (incremental
improvement v. dramatic change)

Organizational Attributes
l Value system and culture (adaptability to change)
l Capacity for change (how much more change can
the organization absorb)
l Leadership styles and power distribution
l Residual effects of past changes (past failures
may result in “baggage” that burdens a future change)
l Middle-management’s predisposition to
change

Organizational
Assessment Grid
(60)
(44, 50)
Low Change
Readiness Medium risk High risk
Organizational
Attributes (50) (30)
High Change Low risk Medium risk

Readiness
(0) (30) (60)

Small Large
Incremental Disruptive
Change characteristics (44)

Define your change
management strategy
Prepare your change

management team
Develop your
sponsorship model
Management
Approach

celebrate successes

ADKAR is useful for individual change
management between supervisor and
employees.
Awareness
Desire
Knowledge
Ability
Reinforcement

ADKAR
ADKAR is based on basic human truths that are
present even in the absence of change.
Awareness of surroundings and self.
The need to have control over our life.
A quest for growth and knowledge.
A hope to make a meaningful contribution.
The need to be recognized and appreciated.

ADKAR
l Awareness of the need for change (why).

l Desire to support and participate in the change
(our choice).
l Knowledge about how to change (the learning
process).
l Ability to implement the change (turning
knowledge into action).
l Reinforcement to sustain the change
(celebrating success).

Not Everyone Changes
at the Same Pace
Person A Awareness Desire Knowledge Ability Reinforcement
Person B Awareness Desire Knowledge Ability Reinforcement
Person C Awareness Desire Knowledge Ability Reinforcement
Person D Awareness Desire Knowledge Ability Reinforcement
Person E Awareness Desire Knowledge Ability Reinforcement
Person F Awareness Desire Knowledge Ability Reinforcement
Person G Awareness Desire Knowledge Ability Reinforcement
Person H Awareness Desire Knowledge Ability Reinforcement
Person I Awareness Desire Knowledge Ability Reinforcement

Create ADKAR Profile
for Each Employee
Employee A D K A R Notes/actions
Adam 4 5 2 2 4
Beverly 4 1 4 3 4
Charles 2 2 3 3 4
Denise 5 1 4 2 3

Mapping ADKAR to Change
Management Tools
Communications
Sponsor Roadmap
Why are these channels

Training critical for change management?
Readiness Mgmt
Supervisory Coaching

Mapping ADKAR cont.
Communications Awareness
These channels
enable project Sponsor Roadmap Desire
team to facilitate
organization Training Knowledge
through phases of
ADKAR. Readiness Mgmt Ability
Supervisory Coaching Reinforcement

ADKAR Model
l ADKAR describes the required phases that
an individual will go through when faced with
change.
l ADKAR is a foundational tool for

understanding “how, why and when” to use
different change management tools.

Define your change
management strategy
Prepare your change

management team
Develop your
sponsorship model
Management
Approach

celebrate successes

Best Practices Approach to
Reinforcing Change
Preferred senders
l Immediate supervisor
Best Practices:
l Repeat messages 5 to 7 times
l Use face-to-face
l Answer WIIFM (What’s In It For Me)
l Utilize question and answer format
l Understand their interpretation

Factors Influencing
Employee’s Perspective
on Change
l Whether they trust the sender

l What they have heard from others
l How satisfied they are with work
l Experience with other changes at work

Common Change
Management Error
l A common mistake change management

teams make is to not train managers and
supervisors in the basic principles and tools for
managing change. These managers will be
instrumental in your overall success.

OnePurdue Partners
with the Supervisor
One Purdue OCM is bringing aboard
a communications manager 3/06/06
Communications
Sponsor Roadmap
Training Consultation on how to utilize critical

change management tools 04/03/06
Readiness Mgmt
Consultation on how to utilize critical
change management tools 04/03/06
Supervisory Coaching

Today’s Discussion
l Understanding three phases of change
l (Current, Transition & Future)
l Change management is a structured process
and set of tools for leading the people side of
change.
l Individual change is managed through the
ADKAR model.
l Supervisors are the lynchpin to change
management success.

The People Side of Change

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The People Side of

©Prosci. Used with permission under terms of license agreement.

©Prosci. Used with permission under terms of license agreement. www.change-management.com

l Most employees feel their work matters --

©Prosci. Used with permission under terms of license agreement. www.change-management.com

l Comfort with the current state

“Many change agents are surprised by the reaction to change,

©Prosci. Used with permission under terms of license agreement. www.change-management.com

Current Transition Future

©Prosci. Used with permission under terms of license agreement. www.change-management.com

Current Transition Future

©Prosci. Used with permission under terms of license agreement. www.change-management.com

Current Transition Future

©Prosci. Used with permission under terms of license agreement. www.change-management.com

Current Transition Future

©Prosci. Used with permission under terms of license agreement. www.change-management.com

©Prosci. Used with permission under terms of license agreement. www.change-management.com

A structured process and set of tools

©Prosci. Used with permission under terms of license agreement. www.change-management.com

Group Name Group 1 Group 2

©Prosci. Used with permission under terms of license agreement. www.change-management.com

Organizational Organization-wide standards and methods Selection of

Multiple Comprehensive approach for managing Examples of best

Isolated Some elements of change management are Many different

Adhoc or Little or no change management applied People-dependent Highest rate of

©Prosci. Used with permission under terms of license agreement. www.change-management.com

©Prosci. Used with permission under terms of license agreement. www.change-management.com

Prepare your change

OnePurdue’s Phase 2 – Managing change

Comprehensive Develop change management plans

Change Take action and implement plans

Collect and analyze feedback

Diagnose gaps and manage readiness

Implement actions and

©Prosci. Used with permission under terms of license agreement. www.change-management.com

Phase 1 Preparing for change

Prepare your change

Assessing team Preparing the change

Phase 2 – Managing change

Phase 3 – Reinforcing change

Collect and analyze feedback

©Prosci. Used with permission under terms of license agreement. www.change-management.com

Prepare your change

Diagnose gaps and manage readiness

Implement actions and

©Prosci. Used with permission under terms of license agreement. www.change-management.com

Phase 2 – Managing change

Develop change management plans

Take action and implement plans Assessing

Collect and analyze feedback

Implement actions and

©Prosci. Used with permission under terms of license agreement. www.change-management.com

Prepare your change

OnePurdue’s Phase 2 – Managing change

Comprehensive Develop change management plans

Change Take action and implement plans

Collect and analyze feedback

Diagnose gaps and manage readiness

Implement actions and

©Prosci. Used with permission under terms of license agreement. www.change-management.com

l Scope the Change (workgroup, department, division,

©Prosci. Used with permission under terms of license agreement. www.change-management.com

©Prosci. Used with permission under terms of license agreement. www.change-management.com

High Change Low risk Medium risk