Change Management

Prosci. Used with permission under terms of license agreement.
www.change-management.com
The People Side of
Change
APSAC Professional
Development Presentation
Prosci. Used with permission under terms of license agreement. www.change-management.com
Getting Started
How many people take pride in the way you
do your work today?
How many people believe that the work you
do everyday directly contributes to Purdues
success?
Look to the person next to you and thank
them for a job well done.
Employees Have Found
Meaning in Their Work
Most employees feel their work matters --
that theyre 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
Comfort with the current state
Do not underestimate the power of
comfort with how things are today
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
State
Transition
State
Future
State
Current State
Employees generally prefer the current state

Current
State
Transition
State
Future
State
Future State
The future state is unknown to the employee.

Current
State
Transition
State
Future
State
Transition State
The transition state creates stress and anxiety

Current
State
Transition
State
Future
State
Todays Discussion
What is change management?
How do we manage change from both the
individual and organizational perspective?
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)
Highest rate of
project failure,
turnover and
productivity loss
Highest
probability of
success
People - dependent
without any formal
practices or plans
Little or no change management applied Adhoc or
absent
Level 1
Many different
tactics used
inconsistently
Some elements of change management are
being applied in isolated projects
Isolated
projects
Level 2
Examples of best
practices evident
Comprehensive approach for managing
change is being applied in multiple projects
Multiple
projects
Level 3
Selection of
common approach
Organization - wide standards and methods
are broadly deployed for managing and
leading change
Organizational
standards
Level 4
Continuous
process
improvement in
place
Change management competency is evident
in all levels of the organization and is part of
the organizations culture and intellectual
property.
Organizational
competency Level 5
Highest rate of
project failure,
turnover and
productivity loss
Highest
probability of
success
People - dependent
without any formal
practices or plans
Little or no change management applied Adhoc or
absent
Level 1
Many different
tactics used
inconsistently
Some elements of change management are
being applied in isolated projects
Isolated
projects
Level 2
Examples of best
practices evident
Comprehensive approach for managing
change is being applied in multiple projects
Multiple
projects
Level 3
Selection of
common approach
Organization - wide standards and methods
are broadly deployed for managing and
leading change
Organizational
standards
Level 4
Continuous
process
improvement in
place
Change management competency is evident
in all levels of the organization and is part of
the organizations culture and intellectual
property.
Organizational
competency Level 5
Blending Organizational and
Individual Approach
At an organizational level
Using a structured change management approach
Engaging sponsors in the change process

At an individual level
Building change competency of managers and supervisors
Equipping employees to have the right conversations about
change and how the change impacts them
OnePurdues
Comprehensive
Change
Management
Approach
Phase 3 Reinforcing change
Phase 2 Managing change
Phase 1 Preparing for change
Define your change
management strategy
Prepare your change
management team
Develop your
sponsorship model
Develop change management plans
Take action and implement plans
Collect and analyze feedback
Diagnose gaps and manage readiness
Implement actions and
celebrate successes

Sizing the change
Assessing the
organization
Creating a change
management strategy
Sizing the change
Assessing the
organization
Creating a change
management strategy
Assessing team
competencies
Preparing the change
management team
Acquiring resources
Assessing team
competencies
Preparing the change
management team
Acquiring resources
Assessing sponsor
competencies
Developing sponsor
models and enabling
sponsors
Identifying sponsors
and stakeholders
Assessing sponsor
competencies
Developing sponsor
models and enabling
sponsors
Identifying sponsors
and stakeholders
Outputs:
Sizing the change profile
Organizational attributes profile
Change management strategy guidelines
Change management team structure
Sponsor structure and responsibilities
Define your change
management strategy
Prepare your change
management team
Develop your sponsorship model
celebrate successes
Phase 1 Preparing for Change
assesses the current state and prepares
for the transition.

Define your change
management strategy
Prepare your change
management team
celebrate successes
Awareness
Desire
Knowledge
Ability
Reinforcement
Desired outcomes
Customized
activity
design
C
h
a
n
g
e

c
h
a
r
a
c
t
e
r
i
s
t
i
c
s

O
r
g
a
n
i
z
a
t
i
o
n
a
l

a
t
t
r
i
b
u
t
e
s

Outputs:
Communications plan
Supervisory coaching plan
Training plan
Readiness management plan
Sponsor roadmap
Project team activities
Master schedule
Phase 2 -- Managing Change -- can be linked
to the transition phase.
A
D
K
A
R
Phase 3 Reinforcing Change -- provides
a framework for assessing and reinforcing
progress within the future state.
Listening to employees
and gathering feedback
Auditing compliance
with new processes,
systems and roles
Analyzing change
management
effectiveness
Listening to employees
and gathering feedback
Assessing effectiveness
of new processes,
systems and roles
Analyzing change
management
effectiveness
Developing corrective
action plans
Enabling sponsors and
coaches to manage
resistance
Identifying root causes
and pockets of
resistance
Developing action plans
Enabling sponsors and
coaches to manage
readiness
Identifying root causes
related to readiness
Celebrating early
successes and
reinforcing the change
Conducting After action
reviews and
transferring ownership
Implementing corrective
action
Celebrating early
successes and
reinforcing the change
Conducting After action
reviews and
transferring ownership
Implementing action plans

Define your change
management strategy
Prepare your change
management team

celebrate successes
OnePurdues
Comprehensive
Change
Management
Approach
Define your change
management strategy
Prepare your change
management team
Develop your
sponsorship model
celebrate successes
Sizing the Change
Scope the Change (workgroup, department, division,
enterprise)
Determine Number of Individuals Impacted
Define Change Type (policy, process, system,
organization, job roles, etc.)
Determine Amount of Change (incremental
improvement v. dramatic change)
Organizational Attributes
Value system and culture (adaptability to change)
Capacity for change (how much more change can
the organization absorb)
Leadership styles and power distribution
Residual effects of past changes (past failures
may result in baggage that burdens a future change)
Middle-managements predisposition to
change
Organizational
Assessment Grid
Medium risk High risk
Low risk Medium risk
Change characteristics (44)
Organizational
Attributes (50)

Low Change
Readiness
High Change
Readiness
Small
Incremental
Large
Disruptive
(44, 50)
(60)
(30)
(0) (30) (60)
OnePurdues
Comprehensive
Change
Management
Approach
Define your change
management strategy
Prepare your change
management team
Develop your
sponsorship model
celebrate successes
ADKAR is useful for individual change
management between supervisor and
employees.
Awareness
Desire
Knowledge
Ability
Reinforcement
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
ADKAR

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

Not Everyone Changes
at the Same Pace
Awareness Desire Knowledge Ability Reinforcement
Person B
Person B
Person D
Person D
Awareness Desire Knowledge Ability Reinforcement Person C Awareness Desire Knowledge Ability Reinforcement Person C
Awareness Desire Knowledge Ability Reinforcement Person A
Awareness Desire Knowledge Ability Reinforcement Person H Awareness Desire Knowledge Ability Reinforcement Person H
Awareness Desire Knowledge Ability Reinforcement Person G Awareness Desire Knowledge Ability Reinforcement Person G
Awareness Desire Knowledge Ability Reinforcement Person E Awareness Desire Knowledge Ability Reinforcement Person E
Awareness Desire Knowledge Ability Reinforcement Person I Awareness Desire Knowledge Ability Reinforcement Person I
Person F
Person F
Person F
Person F
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
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
Create ADKAR Profile
for Each Employee
Mapping ADKAR to Change
Management Tools
Communications
Sponsor Roadmap
Supervisory Coaching
Training
Readiness Mgmt
Why are these channels
critical for change management?
Why are these channels
critical for change management?
Mapping ADKAR cont.
These channels
enable project
team to facilitate
organization
through phases of
ADKAR.
Communications
Sponsor Roadmap
Training
Readiness Mgmt
Awareness
Desire
Knowledge
Ability
Reinforcement
Awareness
Desire
Knowledge
Ability
Reinforcement
ADKAR Model
ADKAR describes the required phases that
an individual will go through when faced with
change.

ADKAR is a foundational tool for
understanding how, why and when to use
different change management tools.

OnePurdues
Comprehensive
Change
Management
Approach
Define your change
management strategy
Prepare your change
management team
Develop your
sponsorship model
celebrate successes
Best Practices Approach to
Reinforcing Change
Preferred senders
Immediate supervisor

Best Practices:
Repeat messages 5 to 7 times
Use face-to-face
Answer WIIFM (Whats In It For Me)
Utilize question and answer format
Understand their interpretation

Factors Influencing
Employees Perspective
on Change

Whether they trust the sender
What they have heard from others
How satisfied they are with work
Experience with other changes at work

Common Change
Management Error

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
Communications
Sponsor Roadmap
Training
Readiness Mgmt
One Purdue OCM is bringing aboard
a communications manager 3/06/06
Consultation on how to utilize critical
change management tools 04/03/06
Consultation on how to utilize critical
change management tools 04/03/06
Todays Discussion
Understanding three phases of change
(Current, Transition & Future)
Change management is a structured process
and set of tools for leading the people side of
change.
Individual change is managed through the
ADKAR model.
Supervisors are the lynchpin to change
management success.

Change Management

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