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Change Management Takes Tutorial


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Change Management
Case for Change
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Tutorial 4 of 5

In Brief: "Change management takes change management." This may sound like a simplistic
observation, even just common sense. However, your success as a change management practitioner
will ultimately be determined by how well you understand and operationalize this concept in the For more tools and resources:
work you are doing within your organization. http://portal.prosci.com

Obstacles and potential failure await practitioners who overlook or forget to apply change
management to their change management efforts. In some cases, those change management efforts will
get a head nod, but no meaningful action. In other cases, your work may simply occur in the margin and
have no impact on the project you are supporting. Your success at applying change management on
projects in your organization will be tied to how you manage the people side of the change: "applying
change management.

The cobblers children


There is an old adage in the United States: "the cobbler's children have no
shoes". The point of this adage is that when we work too close to something,
we occasionally neglect it for ourselves. This is a very real issue for change
management practitioners.
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Countless change management practitioners have fallen into the trap of


becoming enamored by their "solution" - in this case change management - and committing the very
same errors they coach others to avoid. As a change management professional, you would chastise a
project team for developing a new technology and then simply dropping it on employees. You would tell
them how important it is to make a compelling case for why the change is needed, to explain the risks of
not changing, and what is not working today. You would tell the team how important it is to have active
and visible sponsors participating and demonstrating their own commitment. You would coach them to
provide appropriate and adequate training, positioned at the right time in the project lifecycle. You
would clearly explain the risks of simply dropping a solution on employees.

In reality, you take change management as your "solution" and make every one of the mistakes listed
above. You don't share why it is important. You don't make a compelling case about the risk of not
applying change management and why we need change management right now. You don't secure
adequate sponsorship for change management. You send people to training without the proper context.
You fail to manage the individual and personal change that your coworkers experience when you ask
them to apply change management.

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Change Management Takes Change Management

Change management practitioners need to apply what they know


about change management to the task of getting others to adopt
change management - and avoid the cobbler's children scenario.

What are some of the changes that need to occur?


Here are just a few of "the changes" you need others in your organization to make in order for change
management to be successful on a particular project:
You need your senior leaders to become great sponsors of change - going beyond signing a
check and a charter to being active and visible participants.
You need your managers and supervisors to effectively coach their direct reports - going

beyond announcing change to truly advocating for the change and then supporting individuals
through their own change processes.
You need project leaders to dedicate or bring in resources to manage the people side of change

and to integrate change management activities into the project lifecycle.


You need project team members to translate their solutions into the individual change that is
required of specific employees who are impacted by the project or initiative.
You need project sponsors to request or demand change management on the initiatives they

fund.

Each of these is unique and specific changes to how someone does their work. It is no different than
when you ask a front line employee to follow a new process, use a new tool or follow new protocols.
When you ask others in the organization to "apply change management" you are often times asking
them to make a change from how they have done things in the past. Managing these personal
transitions is at the core of "change management takes change management.

Applying ADKAR to applying change management


Prosci's ADKAR Model describes the five building blocks of any successful change as:
Awareness of the need for change
Desire to participate and support the change
Knowledge on how to change
Ability to implement required skills and behaviors
Reinforcement to sustain the change

To start the change process, an individual first needs to understand why the change is needed. Following
an answer to why, an individual must make the personal choice to participate. Once this decision is
made, a person needs the knowledge on how to change and the ability to implement the change. Finally,
without reinforcement an individual will slide back into what they had done in the past and the change
will not be sustained. This model applies to changes at home, in the community and at work - it
describes the five outcomes that together, result in successful and lasting change.

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Change Management Takes Change Management

Now, think about applying the same five building blocks to the change: "applying change management.

Awareness of the need for change management


Desire to participate and support change management
Knowledge on how to apply change management
Ability to implement required skills and behaviors of change management
Reinforcement to sustain the application of change management

When you begin treating "applying change management" as a change that you must manage, you
introduce and address change management in a new way. The first aspect of using change management
to get others to apply change management is in the individual change realm. Below is a table with some
example action steps for just one of the changes above.

ADKAR Analysis Action Steps


Make a direct connection between effectively managing the people side of
Build Awareness and Desire: change, and financial and strategic performance
Help them connect change management Show that the success of organizational change is tied directly to the success of
to what they care about individual change
Provide data demonstrating that effective change management dramatically
increases the probability of meeting objectives, finishing on time and finishing
on budget
Document the unnecessary costs and risks resulting from not managing the
people side of change effectively
Declare that: "If you want to realize the ROI you expect on the projects that you
are funding, we need effective change management and your role as sponsor is
key"

Share the roles and responsibilities - clearly articulate what they need to be
Build Knowledge and Ability: doing
Help them understand their role Share the biggest mistakes sponsors make - highlight what they should avoid
doing and the risks
Leverage the research (Proscis latest benchmarking report, Best Practices in
Change Management, is available at www.change-management.com)
Use examples of good and bad sponsorship

Create a sponsor roadmap for them (a deliverable of Phase 2 Managing


Build Ability and change in Proscis methodology)
Reinforcement: Do the leg work for them
Help them fulfill their role Build presentations
Craft key messages
Write the text of emails
Get them on calendars
Coach them
Give them recognition and a pat on the back
Make it as easy as possible for them to be the face and voice of the change

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Change Management Takes Change Management

A table like the one above can and should be built for each of the audiences you are asking to do change
management. Think about the different audiences you'll be engaging:

Project leaders The "solution technicians" who design


Project managers the changes
Project team members Communication specialists
Executives and senior leaders Training specialists
Managers and supervisors Learning and Development specialists

Each of these groups will make a change when they begin adopting and applying change management.
How will you build Awareness, Desire, Knowledge, Ability and Reinforcement for the change "applying
change management?

Conclusion
What you can do
1. Identify the changes that you need to occur - who needs to change, what do they need to be doing and how
different is this from what they are used to doing

2. Make a compelling case for the value change management has to offer
3. Clearly and concretely articulate exactly what you need to be done
4. Provide the necessary training, skills and tools to help the people you are asking to make this change be
successful
5. Acknowledge the work they are doing and celebrate the impact that they are making on the project and the
organization when they apply change management

Learn more about Prosci Manage Change, Maximize Performance


Proscis uniquely integrated system of models, Portfolio of Solutions:
tools and processes enables your organization to strategically Select from Proscis suite of
offerings to customize a
execute change at three levels: 1) With individuals through the solution for your organization
popular Prosci ADKAR Model; 2) On projects through the robust Research


Prosci 3-Phase Process; 3) As a competency across the organization Methodology
Tools
through the cutting-edge Prosci Enterprise Change Management www.prosci.com
Training +1-970-203-9332
Suite. Proscis sole focus is helping individuals and organizations Books 1367 S. Garfield Ave,
build their own change management capability. Licensing Loveland, CO USA

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