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Change Management. Objectives of this session To create awareness of change management. To feel confident to use the ADKAR process. What does it mean to “manage change”?. To the organisation: Have a structured change management process suitable to the nature of the change To the employee: - PowerPoint PPT Presentation
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Change Management
Objectives of this session
• To create awareness of change management.
• To feel confident to use the ADKAR process
What does it mean to “manage change”?
• To the organisation:– Have a structured change management process
suitable to the nature of the change
• To the employee:– Understand what change means and how it affects
me– Have some skills to manage change
3 Phases of Change
Management
Keys to successful change
1. Gain full support from management
2. Continuous communication and consultation with everyone at every level
3. A well planned and organised approach
Obstacles to change
1. Employee and staff resistance
2. Management resistance
3. Limited time, budget and resources
Risk assessment
Medium risk High risk
Low risk Medium risk
Change characteristics
OrganisationalAttributes
Changeresistant
Change--able
SmallIncremental
LargeDisruptive
Using the ADKAR Model
ADKAR was developed by Prosci Research after studying the change patterns of more than 1000 companies.
ADKAR represents the five phases of change that must be achieved for the change to be a success.
ADKAR Model
ADKAR is easy to remember and is a foundational tool for understanding “how, why and when” to use different change management tools
The ADKAR Model
Awareness of the need for change.
Desire to support the change.
Knowledge on how to change.
Ability to implement new skills.
Reinforcement to cement the change.
Exercise – ADKAR Worksheet
Communications
Sponsor roadmap
Coaching
Training
Resistance mgmt
Awareness
Desire
Knowledge
Ability
Reinforcement
ADKARphases ofchange
Change management
channels
Connecting change management activities with desired business results.
Our goalP
ha
ses
of a
ch
an
ge
pro
ject
Phases of change for employees
Awareness Desire AbilityKnowledge Reinforcement
Post-implementation
Implementation
Concept and Design
Business need
Successful Change
Potential pitfalls – Speed of Change
Ineffective change management
Ineffective project management
Pha
ses
of a
cha
nge
proj
ect
Phases of change for employees
Awareness Desire AbilityKnowledge Reinforcement
Post-implementation
Implementation
Concept and Design
Business need
SuccessFailure A
Failure B
What would you do differently with regard to communication?
1. More communications (more frequent)
2. Begin communications sooner in the project
3. More face-to-face communications
4. More communications from executive sponsors and senior managers
5. More about the impact of the change on the employees
Who should deliver the message?
The employee's supervisor
31%
Executive manager
11%
CEO/President25%
Senior manager11%
Department head9%
Change management
team member7%
Change management team leader
6%
© Prosci
Communication Plan
• Your plan will essentially answer the following questions about project communications: – who (who will receive the message and who will
deliver that message) – what (what is the content of the message) – when (when will these messages be delivered) – where (where will the messages be delivered) – how (what media or channel will be used)
Communication Plan - cont
Successful communications are: • honest • frequent and constant throughout the entire
program • consistent • open, transparent and safe• Communicate 5 to 7 times
Message guidelines for employees
• Focus on the impact of the change on the employee.
• Be clear about what you know now and what you do not know now.
• Let employees know when more information will be available.
• Be clear how employees can provide feedback about the change.
What is meant by sponsorship?
Role #1 - Participate actively and visibly throughout the project.
Role #2 - Build a coalition of sponsorship with peers and managers.
Role #3 - Communicate effectively with employees.
Training
• Training is a critical tool for building knowledge and ability in your organization during a change. Training should be focused on the specific skills and behaviors that are necessary for the change to be a success.
• Training will have two focuses: – Training on how to be successful during the change – Training on how to be successful after the change
Resistance and comfort
• Comfort and the status quo
– Do not underestimate the power of “comfort” with how things are today
– The natural reaction to change is resistance
– Your goal is not to eliminate resistance
“Many change agents are surprised by resistance to change, when in fact they should expect it and plan for it.”
Address the root cause of resistance to change proactively
Executives
Mid-level managers
Employees
Disconnect with their strategy, financial objectives or compensation
Loss of power or control, and overload of current responsibilities
Lack of awareness of why the change is happening and “WIIFM”
Comfort with the status quo and fear of the unknown
Why resistant to change?
The top-reasons for manager resistance
1. Loss of power and control
2. Overload of current tasks, pressures of daily activities and limited resources
3. Lack of skills and experience needed to manage the change effectively
4. Fear of job loss
5. Disagreement with the new way
Coaching Plan
• Your coaching plan defines how you will support managers and supervisors during the change and how they will interact with front-line employees. Your role is to fully enable these managers and supervisors to: – sponsor the change – support their employees during the change – support their employees in the new, changed
environment.
Test
• Were you paying attention?........
• What does ADKAR stand for?
• Who should deliver the change messages?
• How many times do you need telling?