Welcome to the Change Management Tutorial Series
It is important to note what change management is and what change management is not, as defined by the majority of research participants.
Prosci's definition of change management: Change management is
the application of a structured process and set of tools for leading
the people side of change to achieve a desired outcome.
Assessments are tools used by a change management team or project leader to assess the organization's readiness to change. Readiness assessments can include organizational assessments, culture and history assessments, employee assessments, sponsor assessments and change assessments. Each tool provides the project team with insights into the challenges and opportunities they may face during the change process.
Many managers assume that if they communicate clearly with their employees, their job is done. However, there are many reasons why employees may not hear or understand what their managers are saying the first time around. In fact, you may have heard that messages need to be repeated 6 to 7 times before they are cemented into the minds of employees. That is because each employees readiness to hear depends on many factors. Effective communicators carefully consider three components: the audience, what is said and when it is said.
For example, the first step in managing change is building awareness around the need for change and creating a desire among employees. Therefore, initial communications are typically designed to create awareness around the business reasons for change and the risk of not changing. Likewise, at each step in the process, communications should be designed to share the right messages at the right time.
Communication planning, therefore, begins with a careful analysis of the audiences, key
messages and the timing for those messages. The change management team or project leaders
must design a communication plan that addresses the needs of front-line employees,
supervisors and executives. Each audience has particular needs for information based on
their role in the implementation of the change.
Business leaders and executives play a critical sponsor role in change management. The change management team must develop a plan for sponsor activities and help key business leaders carry out these plans. Sponsorship should be viewed as the most important success factor. Avoid confusing the notion of sponsorship with support. The CEO of the company may support your project, but that is not the same as sponsoring your initiative.
Sponsorship involves active and visible participation by senior business leaders
throughout the process. Unfortunately many executives do not know what this sponsorship
looks like. A change agent's or project leader's role includes helping senior executives
do the right things to sponsor the project.
Supervisors will play a key role in managing change. Ultimately, the direct supervisor has more influence over an employees motivation to change than any other person at work. Unfortunately, supervisors as a group can be the most difficult to convince of the need for change and can be a source of resistance. It is vital for the change management team and executive sponsors to gain the support of supervisors and to build change leadership. Individual change management activities should be used to help these supervisors through the change process.
Once managers and supervisors are on board, the change management team must prepare a
coaching strategy. They will need to provide training for supervisors including how to use
individual change management tools with their employees.
Training is the cornerstone for building knowledge about the change and the required
skills. Project team members will develop training requirements based on the skills,
knowledge and behaviors necessary to implement the change. These training requirements
will be the starting point for the training group or the project team to develop training
Resistance from employees and managers is normal. Persistent resistance, however, can
threaten a project. The change management team needs to identify, understand and manage
resistance throughout the organization. Resistance management is the processes and tools
used by managers and executives with the support of the project team to manage employee
Employee involvement is a necessary and integral part of managing change. Managing
change is not a one way street. Feedback from employees is a key element of the change
management process. Analysis and corrective action based on this feedback provides a
robust cycle for implementing change.
Early successes and long-term wins must be recognized and celebrated. Individual and group recognition is also a necessary component of change management in order to cement and reinforce the change in the organization.
The final step in the change management process is the after-action review. It is at
this point that you can stand back from the entire program, evaluate successes and
failures, and identify process changes for the next project. This is part of the ongoing,
continuous improvement of change management for your organization and ultimately leads to
These eight elements comprise the areas or components of a change management program. Along with the change management process, they create a system for managing change. Good project managers apply these components effectively to ensure project success, avoid the loss of valued employees, and minimize the negative impact of the change on productivity and a company's customers. The Prosci Change Management Certification Program is a great option for hands-on learning about these eight elements and other tools for managing change.
|RESOURCE||WHO IS IT FOR?|
|Change Management Toolkit: a comprehensive change management process, includes specific sections on sizing your change management effort, communication planning, training development, sponsor roadmaps, and reinforcing change.||Change leaders, consultants and change management team members - get templates, assessments, guidelines, examples and worksheets that help you implement organizational change management|
|Best Practices in Change Management: 650 companies share experiences in managing change and lessons on how to build great executive sponsorship. The report makes it easy to learn change management best practices and discover the mistakes to avoid leading change.||Change leaders, consultants and change management team members - learn what is working for others, what is not, and what mistakes to avoid - includes team and sponsor activity lists. Includes success factors, methodology, role of top management, communications, team structure and more.|
|Change Management: The People Side of Change: introductory guide to change management - an excellent primer and catalyst for change leadership with best practices from Prosci's latest research and case studies.||Change leaders, executives and managers - learn the 'why,' 'how,' and 'what' of change management. "Change Management is like a driving school for change agents." This 'quick read' includes the Prosci ADKAR Model and the Prosci 3-Phase Change Management Process.|
|Change Management Guide for Managers and Supervisors: complete with team and individual coaching activities, best practices findings and frequently asked questions.||Managers and supervisors - a guide specifically designed for managers and supervisors dealing with change. This tool is ideal for managers who are directly dealing with employees facing change. Use with the Employee's Survival Guide to Change and the Change Management Toolkit.|
|Employee's Survival Guide to Change: a handbook to help employees survive and thrive during change.||Employees facing change - answers frequently asked questions and empowers employees to be effective change agents with the Prosci ADKAR Model.|
Offerings for applying Prosci's change management methodologies:
References and books:
*** Prosci also offers leadership packages - groupings of products at discounts that offer you some of the most helpful and common combinations of Prosci change management resources
Email a Prosci analyst or call 970-203-9332 with questions about the methodology, its application, or finding the right resources to support your change management activities.
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