Making the most of best practices - a forum
Prosci's foundation is research - we are foremost a benchmarking and research firm who
conducts best practice studies and then turns the findings into useful tools for managers
and organizations. As teams are preparing for the new year, we are taking this time to set
up a forum on how to use best practices. Prosci's instructors, retired executives and
senior business leaders, each will contribute their own perspective on the benefits of and
guidelines for using best practices.
At the bottom of the page, there is an opportunity for you to contribute
your own insights relating to best practices in general or best practices in change
management specifically. Read what other members have written.
Insights from executives - making the most of best practices
| JJ Johnson |
| Kirk Sievert |
| Jim Simpson |
| Gene Sherman |
| Jeff Hiatt |
Feedback from member community - Contribute
your thoughts now
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Table of contents of complete report:
The full 2005 Best Practices in
Change Management provides insights, lessons learned and checklists for effectively
managing the people side of change. Below is the complete table of contents:
| PARTICIPANT LIST EXECUTIVE OVERVIEW
Participant profile
Study objective
Greatest contributors to success
Greatest change management obstacles
What would you do differently on your next project?
METHODOLOGY
Did you use a particular change management methodology?
Methodologies used
When to start change management?
Primary methods used to research change management approaches
Resources for ongoing help with change management
Methods to deal with project team resistance to change management
Most effective involvement of HR in change management
CHANGE MANAGEMENT
ACTIVITIES
Change management activities by program phase
Supplemental lists
SPONSOR ROLE
Most important sponsor activities
Most common mistakes made by executive sponsors
Sponsor effectiveness
Level of sponsor
How to coach and educate your sponsor
Methods for managing resistance with senior managers
Special tactics when your project sponsor is at the wrong level
SPONSOR ACTIVITIES
Sponsor change management activities by program phase
Supplemental lists
MANAGERS AND SUPERVISORS
Most effective tactics for deploying change management with managers
and supervisors
Most effective ways to deal with resistant managers or supervisors
Job aides, ongoing support and tools provided for managers and supervisors
COMMUNICATIONS
Methods to communicate change
The two most effective communication methods
Essential messages
Preferred senders of change messages
What to do differently next time
|
RESISTANCE
TO CHANGE
Primary reasons front line employees resist change
Primary reasons managers resist change
Who was most resistant to change?
Identifying resistance
Tactics to manage resistance
Ineffective methods for dealing with resistance
Organization's readiness to change
REINFORCEMENT AND
FEEDBACK
How to gather feedback
Methods to reward, recognize and reinforce change
Reinforcing change with job descriptions
Job cuts and morale
The unique role HR can play in change management
CONSULTANTS
Role of consultants
Key contribution of consultants
Concerns about consultants
Would you use a consultant again?
Consultants used by participants
TEAM STRUCTURE
What would be done differently next time regarding the change management team
structure?
Educating the team about change management
Team resources
Critical gaps for project teams
CHANGE MANAGEMENT
COMPETENCY
Where to begin when building change management competency
Change management methodologies
ABOUT THE PROJECTS
Project type and motivation
Project stage
Size of change
Processes being changed
ABOUT THE PARTICIPANTS
Participant profile
Organization profile
|
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Resources:
2005 Best
Practices in Change Management
Change Management Pilot
Change
Management Toolkit.
|
