We are living in a time
of great change. To survive and thrive, organizations must successfully manage
large and complex change at increasingly rapid rates. Unfortunately, many organizations leave
project success to chance.
Change management is a structured and intentional approach to support people through change. It prepares, equips, and supports individuals through the changes to their jobs. With a dedicated focus on mobilizing adoption and usage, change management supports holistic and successful change.
Change Management Benefits
Over the last two decades, the discipline of change management has grown and evolved. The Prosci Change Management Methodology is a solid foundation for managing the people side of change to deliver results. With Prosci, the world leader in change management research and development, we are here to help you and your organization improve change outcomes through people.
The success of your initiative depends on how individuals in the organization embrace and adopt these changes.
The data is abundantly clear. The better you apply change management, the more likely you will meet project objectives.
The Framework of a Change Initiative
The Prosci’s model of individual change is called the ADKAR® Model, an acronym for awareness, desire, knowledge, ability and reinforcement. The ADKAR® Model can be used to identify gaps within your change management process. The ADKAR® Model is a powerful process-oriented framework where you will be able to see where and why a change is not working well. With this understanding, you can address the barrier points, provide effective coaching for your employees and take the necessary steps to improve change success.
The ADKAR® Mode is useful in:
Changes come to life on two dimensions: the business or project side of change and the people side of change. Successful change is a result of both dimensions of change maturing simultaneously (see below). Project management and change management are complementary disciplines with a common purpose of producing results and outcomes.
The People Side of Change
The Business Dimension of Change:
The business side of change for a typical business change project consist of standard steps. Whether steps are formalized with a project management discipline or not, most managers will feel comfortable managing these phases:
The People Dimension of Change:
The most commonly cited reason
for project failure is problems with the people side of change. An effective project plan integrates change management activities within it, to prepare, equip, and support individuals through the changes
In parallel, the five steps or outcomes to build on the people side of change use the elements of the ADKAR® Model:
The Three Stages of Change:
The three stages of change—current state, transition state, and future state—provide a powerful framework for the process-oriented approach of the ADKAR® Model. Breaking down change into distinct elements helps us understand the process of change and how to manage it.
ADKAR® is an effective tool for:
The Three Levels of Change Management:
Prosci Change Management at any level ultimately focuses on how to help employees embrace, adopt and utilize a change in their day-to-day work.
CHANGE MANAGEMENT FOR INDIVIDUALS
Individual change management means understanding how one person successfully makes a change.
Organizations don't change, individuals do. No matter how large of a project you are taking on, the success of that project ultimately lies with each employee doing their work differently, multiplied across all of the employees impacted by the change. Effective change management requires an understanding for and appreciation of how one person makes a change successfully. Without an individual perspective, we are left with activities but no idea of the goal or outcome that we are trying to achieve.
For an organization to successfully change, individuals need to change. The success of each project ultimately lies with each impacted employee doing their work differently.
CHANGE MANAGEMENT ON PROJECTS
While change happens one person at a time, project-level change management can help facilitate this change across groups. The Prosci 3-Phase Change Management Process guides leaders through the phases of change management activity during a project.
Prosci 3-Phase Change Management Process
The process is built in three phases that a project or change manager can work through for the changes and initiatives they are supporting. The methodology includes research-based assessments and templates to support each phase, as well as guidance for completing each step most effectively.
Phase 1: Preparing for Change
The first phase in Prosci's methodology helps change and project teams prepare for designing their change management plans. It answers these questions:
The first phase provides the situational awareness that is critical for creating effective change management plans.
MECHANISMS FOR PREPARING FOR CHANGE
Provides insight into the change at hand, its size, scope and impact.
Gives a view of the organization and groups that are impacted and any specific attributes that may contribute to challenges when changing.
Defines how many change management resources are needed and their organizational relationship to the project team and project sponsor.
Identifies which leaders across the organization will need to act as sponsors of the change and how to get those leaders on board and actively sponsoring the change.
Identifies the groups of individuals impacted by the change and in what ways, and any unique challenges you may face with this group in the project.
Based on the assessments in this phase, you can develop a strategy that scales the change management effort to align with the type and size of the change.
Phase 2: Managing Change
The second phase focuses on creating plans that will integrate with the project plan. These change management plans articulate the steps that you can take to support the individual people being impacted by the project.
This is what people typically think of when they talk about change management. Based on Prosci's research, there are five plans that support help individuals moving through the ADKAR Model:
MECHANISMS FOR MANAGING FOR CHANGE
Articulates key messages that need to go to various impacted audiences. It also accounts for who will send the messages and when.
Outlines the actions needed from the project’s primary sponsor and the coalition of sponsors across the business, with details on visibility, communications and more.
Identifies who will need what training and when. The training plan should be timed to allow for awareness and desire building before employees are sent to training.
Outlines how you will engage with and equip managers and people leaders to lead the change with their individual teams.
Provides a strategy for anticipating areas of resistance, and then proactively and reactively addressing resistance, with specific activities targeted at potentially resistant groups.
Equally critical but most often overlooked, the third phase helps you create specific action plans for ensuring that the change is sustained.
In this phase, project and change teams develop measures and mechanisms to measure how well the change is taking hold, to the see if employees are actually doing their jobs the new way, to identify and correct gaps and to celebrate success.
It is important to establish measures to see if people are actually doing their jobs in a new way. These measures will be unique to each project.
It is important to remember the ADKAR Model in this phase to identify why people may not be embracing the change so you can take action to address the root cause of the gap.
Though people may successfully change, they often revert to their old habits unless reinforcement mechanisms like continued compliance measuring, ongoing training and coaching are in place.
It is important to recognize the hard work people have put into embracing change, and it is equally important to look for means of recognition that will resonate with the individuals.
In addition to recognizing the achievements of individuals and groups who have effectively changed, it is important to publicly celebrate the hard work that went into getting to a new future state.
Common in project management, an after-action review of the change management efforts helps to identify strengths and opportunities for improvement to drive more successful outcomes.
CHANGE MANAGEMENT FOR ORGANIZATIONS
Organizations around the world are looking for better ways to implement more changes, more effectively and at a faster pace. As a core competency that results in improved organizational agility, change management is a smart investment that will yield benefits immediately and for years to come.
The more you weave change management into the fabric of your organization, the better you can manage the people side of change, help transition your employees through those changes, and increase rates of adoption and utilization. And doing so on an ongoing basis enables your organization to adopt more changes, more quickly.
While change happens one person at a time, there are processes and tools that can help facilitate this change across groups and organizations. Without a structured approach, change management tools can be limited to only communication and training. When there is an organizational change management perspective, a process emerges for how to scale change management activities and how to use the complete set of tools available for project leaders and business managers.
To be successful in an environment of rapid, concurrent and continual change, organizations must grow their change capability. A mature change capability means:
Making change management a core capability brings impressive project success across the organization and builds your organization’s capacity to embrace and succeed at constant change.
With an embedded change management capability:
With excellent change management, employees:
Release Date: 2021
For more information regarding services, please contact Dr. Cathy Chargualaf directly (626) 893-0340
With my education and over 25 years of experience with complex, multi-year, enterprise change projects, it has equipped me with extensive knowledge in applying Change Management methodologies.
I have experience delivering transformation for clients in the United States, Canada, and Guam. As a founding member of the Association of Change Management Professionals (ACMP), I participated in the development of the ACMP Certification Standards. Proven experience leading large scale organizational change, business readiness, Agile change programs, executive coaching, business process improvement and re-engineering, operational readiness, and building change skills with practitioners.
Founding Member of ACMP
Kotter Change Management
Organizational Change Management Certification
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