Leading Change strategies and insights for effective change management pdf 1.pdf

Leading Change strategies and insights for effective change management pdf 1.pdf

1. Leading Change:
Strategies and insights for
effective change management
May 30
th
2024

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2
Debbie McCarthy is the Vice President of Advisory Services
at Prosci. Prior to this role, Debbie was a Prosci Executive
Instructor and Senior Change Advisor for four years. Debbie
worked for Accenture and GE CapitalDebbie ran her own
consulting company doing change and process
improvement around the globe before joining Prosci.
Meet Your Facilitator
Debbie McCarthy
Fun facts and passions:
•Debbie has three children
•She grew up in South Africa
•She has worked on four continents doing process improvement and
change management
•Debbie loves hiking, cooking, traveling and spending time with her family
•Motto: “Where others see problems, we see opportunities.”

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Founded:
Global Headquarters
In 1994
Fort Collins, Colorado
Canada
Mexico
Brazil
Colombia
Chile
UK
Denmark
Belgium
France
Spain
Australia
Singapore
Regional Offices
At a Glance
100,000+
certified
practitioners
25+
Years of Research
20
certified partners
globally
12
Longitudinal studies
80%
Fortune 100
company partners
11
Languages for
Prosci solutions
Global Presence
We provide solutions to clients in over 80 countries through a direct
presence in the U.S.,Canada, Iberia, LATAM, Europe, Singapore and
Australia, and an active, integrated globalpartner network.
ProsciDirect Regions ProsciGAN Partner Regions
Who We Are

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Bigger Change
Faster Change
More
Complex
Cross
Functional Multi
Disciplinary
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If changeis our reality,
we have a few options…

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Once the market leader
and number one in
scientific sound, Bose lost
considerable market share
to Beats by Dr. Dre, Sonos
and Apple.

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unlock

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Change management is
like water on a slide
It makes the change fun and manageable!

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An email
on Monday
for training
on Tuesday
for “go live”
on Wednesday
W R FM T
is
NOT
the way to
prepare and equip
individuals to
successfully change

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Success Through the People Side of Change

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Unified Value Proposition
“People side”
executed by
change management
discipline
“Technical side”
executed by
project management
discipline
“Technical” does not just
mean ‘technological’

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An organizational move to a future state
Current Transition Future
Ultimately requires individuals to move
from their current to their future

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15
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Initiatives are seven
times more likely
to meet objectives
with change
management.
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13%
39%
73%
88%
0%
20%
40%
60%
80%
100%
Poor Fair Good Excellent
Percent of Respondents That Met or Exceeded Project Objectives
7X
3X
Why Change Management?

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Capture the People-Dependent Portion of ROI
Project 1: Install motion-activated
lights in meeting rooms
Project 2: Install recycle and
compost bins in the office
How much of the expected ROI depends on adoption and usage?
________ ________

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Costly R’s & E’s
REdesignREwork
REscopeREdo
REtreat REtrain

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Applied at Individual
And Organizational Levels
Based on Extensive Study
of Change Patterns
5 Outcome Oriented
Building Blocks

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33% reduction
in fleet
Reduction in
time from 45
min to 10 min
Reduced cut
to crush from
8hrs to 4hrs
Sugar Cane Supply Chain System Implementation
Transport Loading Factory
FastFlow
Planning according
to the value stream
Agriculture
ManualiPads

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The 5 Elements of Successful Change
Awareness
Desire
Knowledge
Ability
Reinforcement
Change begins with understanding why
Awareness
What is the nature
of the change?
Why is the
change needed?
What is the riskof
not changing?

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The 5 Elements of Successful Change
Awareness
Desire
Knowledge
Ability
Reinforcement
Change involves personal decisions
Desire
What’s in it for me
(WIIFM)?
A personal choice A decision to engage
and participate

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The 5 Elements of Successful Change
Awareness
Desire
Knowledge
Ability
Reinforcement
Change requires knowing how
Knowledge
Understanding
how to change
Trainingon new
processes and tools
Learning
new skills

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The 5 Elements of Successful Change
Awareness
Desire
Knowledge
Ability
Reinforcement
Change requires action in the right direction
Ability
The demonstrated capability to
implement the change
Achievement of the desired change
in performance or behavior

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The 5 Elements of Successful Change
Awareness
Desire
Knowledge
AbilityReinforcement
Change must be reinforced to be sustained
Reinforcement
Actions that increase the likelihood
that a change will be continued
Recognition and rewards
that sustain the change

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33% reduction
in fleet
Reduction in
time from 45
min to 10 min
Reduced cut
to crush from
8hrs to 4hrs
Sugar Cane Supply Chain System Implementation
Transport Loading Factory
FastFlow
Planning according
to the value stream
Agriculture
ManualiPads

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Planning according
to the value stream
Agriculture
ManualiPads
Awareness
Desire
Knowledge
Ability
Reinforcement
A
D
K
A
R
ADKAR in practice
…Barrier at Desire

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Triggers for buildingWhat you hearDefinitionADKAR element
Why?
Whynow?
What if we don’t?
“I understand why…”Of the need for change
Awareness
WIIFM
Personalmotivators
Organizational motivators
“I have decided to…”
To participate and
support the change
Desire
Within context (after A&D)
Needto know during
Need to know after
“I know how to…”On how to change
Knowledge
Size of the K-A gaps
Barriers/capacity
Practice/coaching
“I am able to…”
To implement required
skills and behaviors
Ability
Mechanisms
Measurements
Sustainment
“I will continue to…”To sustain the change
Reinforcement
ADKAR Model on a Page
A
D
K
A
R

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an act or instance of opposing
Resistance

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Avenues of Resistance Management
Resistance Prevention
Planning for, addressing or eliminating
resistance by effectively applying change
management
Resistance Response
Developing effective responses when
resistance becomes enduring or persistent
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Reported that over half of
the employee resistance
they experienced was
avoidable
47%
Reported that over half of
the manager resistance
they experienced was
avoidable
51%

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The Nature of Resistance
When managed
properly, resistance
can be constructive
and improve
change outcomes.
Resistance is a naturalreaction to change.
Many are surprised by resistance to
change; expect it and plan for it.
Resistance can lookdifferent for every
change and from every person.

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The Sloth
Hangs out and
moves slowly.
The Ostrich
Puts their head in
the sand.
The Shark
Goes on attack.
The Wolf
Can be loud and
rallies their pack.
The Beaver
Builds up dams.
The Owl
Wise and
knowledgeable.
The Moose
Majorly grumpy;
unpredictable.
The Mule
Can be stubborn
in their ways.
The Resistance Zoo

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Emotional
fear, loss, sadness, anger,
anxiety, frustration, depression,
focus on self
Avoidance
ignore the change,
workarounds, revert to old
behaviors, abdicate
responsibilities
Negativity
miscommunication, objections,
complaining, sarcasm,
rumors/gossip, focus on problems
Disengaged
quiet, indifference, apathy,
low morale, ignoring
communications
Acting out
conflict, over-bearing, arguments,
passive-aggressive, sabotage,
aggressive, celebrate failure
Building barriers
excuses, counter-approaches,
recruit dissenters, secrecy,
breakdown in trust
Controlling
asking lots of questions,
influencing outcomes, defending
current state, using status
Work impact
reduced productivity/efficiency,
non-compliance, absenteeism,
mistakes
81 79 75 73
54 53 52
42
Types of Resistance Analyzed in Resistance Management Study

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Listen and
Understand
Objections
Focus on the
‘What’ and Let
Go of the ‘How’
Remove
Barriers
Provide Simple,
Clear Choices
and
Consequences
Create
Hope
1 2 3 4 5
Provide
Incentives
Show the
Benefits in a
Real and
Tangible Way
Make a
Personal Appeal
Convert the
Strongest
Dissenters
Demonstrate
Consequences
6 7 8 9 10
Top 10 Tactics for Managing Resistance

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Special TacticsAnticipated ResistanceBarrier Point
Desire
Agriculture
Desire
Transport
Knowledge
Loading
Desire
Factory
Activity: Anticipated Resistance & Special Tactics
Acting out
Building barriers
Disengaged
Controlling
Building barriers
•Listen and understand
•Remove Barriers
•Convert the dissenters
•Listen and understand
•Provide incentives
•Leverage as change agents
•Listen and understand
•Show benefits in a real and tangible way
•Demonstrate consequences

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Mindset Shifts to Effectively Anticipate and Address Resistance
From… …To
Everyone must change Everyone has a choice when it comes to change
How do we manage resistance to change How do we build readiness for change
Resistance is a negative response to be overcome,
dismissed, or minimized
Resistance is a positive opportunity to listen, understand, and respond
Label the person -people are resisters Label the behavior -people are displaying resistive behaviors
Dismiss individuals who express resistance by
responding with judgement and blame
Appreciate individuals who express resistance by responding with
curiosity and empathy
The “right solution” is enough to enable successful
change.
The “right solution” & the “right people engagement” are required to
enable successful change
Resistance indicates that a change is off-trackResistance indicates that people are paying attention to a change

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Charles Darwin
“It is not the strongest of the species
that survives, nor the most
intelligent. It is the one that is most
adaptable to change."

40. Your Global Partner for Change Success