Advanced Applications of ADKAR. Featuring: Emma De La Haye Advanced Prosci Instructor, CMC Partnership

Transcription

1 Advanced Applications of ADKAR Featuring: Emma De La Haye Advanced Prosci Instructor, CMC Partnership

2 What s On: ACMP UK Chapter We are Live! Find us online: Road to Conference Kicks off in January for Members- Not a member yet? Join today!

3 Advanced Applications of ADKAR Prosci Webinar Emma de-la-haye, CMC Partnership pollev.com/cmcpartnership

4 Prosci. All Rights Reserved. 4

5 Advanced Applications of ADKAR Leverage a structured approach and methodology Facilitate individual change Measure change outcomes Create a common language for change Integrate with project management Empower managers Equip senior leaders Prosci. All Rights Reserved. 5

6 Prosci. All Rights Reserved. 6

7 Individual Change Management Outcomes A Awareness of the need for change D K Desire to support and participate in the change Knowledge of how to change A Ability to perform required skills and behaviors R Reinforcement to sustain the change Prosci. All Rights Reserved. 7

8 Most common responses about why participants use ADKAR Prosci. All Rights Reserved. 8

9 Advanced Applications of ADKAR Leverage a structured approach and methodology Facilitate individual change Measure change outcomes Create a common language for change Integrate with project management Empower managers Equip senior leaders Prevalence Effectiveness Prosci. All Rights Reserved. 9

10 Advanced Applications of ADKAR Leverage a structured approach and methodology Facilitate individual change Measure change outcomes Create a common language for change Integrate with project management Empower managers Equip senior leaders Prevalence Effectiveness Prosci. All Rights Reserved. 10

11 ADKAR as structured approach and methodology Why Simple and easy to use Focuses on user adoption Market reputation Implementing: How Integration intentionally planned Integrated into the project plan Educated the organization Assessed usage On projects: Evaluate go/no-go ID root cause of resistance Orient change management activities Results More effective planning More effective tracking of progress Improved project delivery Consistent language for change We set a threshold level for all points in the ADKAR spectrum, and once we achieved them, we knew it was time to go. Prosci. All Rights Reserved. 11

12 12 ADKAR gives us the individual milestones we achieve with organizational change management activities Prosci. All Rights Reserved. 12

13 The implications of outcome-orientation For practitioners: What are we trying to achieve? Communications plan because we should have a communications plan Communications that build awareness of the need for change Prosci. All Rights Reserved. 13

14 Prosci. All Rights Reserved. 14

15 Getting started with structured approach and methodology: Ask: what outcome are we trying to achieve? Prosci. All Rights Reserved. 15

16 Advanced Applications of ADKAR Leverage a structured approach and methodology Facilitate individual change Measure change outcomes Create a common language for change Integrate with project management Empower managers Equip senior leaders Prevalence Effectiveness Prosci. All Rights Reserved. 16

17 ADKAR to facilitate individual change Why Informs tailored action when change is required Effective and easy to use Proactively identifies barriers to change Starting points: How Provide overt intro to ADKAR Apply ADKAR indirectly Ongoing: Assess individual ID barrier points Develop and implement tailored action plans Results Enabled change progress Increased engagement Improved change maturity [ADKAR] helps people look at change from an individual s point of view, rather than focusing solely on scope, schedule and budget. Prosci. All Rights Reserved. 17

18 Getting started with facilitating individual change: Apply ADKAR to yourself Prosci. All Rights Reserved. 18

19 Advanced Applications of ADKAR Leverage a structured approach and methodology Facilitate individual change Measure change outcomes Create a common language for change Integrate with project management Empower managers Equip senior leaders Prevalence Effectiveness Prosci. All Rights Reserved. 19

20 ADKAR to measure change outcomes Easy to use Why Reliable results Actionable output Progress tracking ADKAR allows you to measure where individuals are in the change process so change management activities can be tailored and timely. How When: Throughout project lifecycle Gauging change readiness Designing/evaluating CM activities Seeking buy-in from senior leaders Who: Impacted employees/super users Senior leaders Managers/supervisors Project team How: Surveys & hard-copy assessments Interviews Focus groups Results Adapt change management tactics Focus and prioritize activity Measure effectiveness Report progress Prosci. All Rights Reserved. 20

21 21 Measuring ADKAR throughout the project lifecycle provides critical guidance to your change management strategy Prosci. All Rights Reserved. 21

22 Getting started with measuring change outcomes: Pick one group and one method to start Prosci. All Rights Reserved. 22

23 Advanced Applications of ADKAR Leverage a structured approach and methodology Facilitate individual change Measure change outcomes Create a common language for change Integrate with project management Empower managers Equip senior leaders Prevalence Effectiveness Prosci. All Rights Reserved. 23

24 ADKAR to create common language for change Why Easy to explain and understand Aligns with natural experience and makes sense Provides common understanding and dialogue Articulates the change process How Create Conduct org-wide training Create buy-in and competency with leaders Deploy through project application Sustain Demonstrate leadership support Use consistently and broadly Integrate with PM approach Results Improved project results Increased visibility for change management Change is treated as a process Simplicity and practical for our members at all levels of the organization. Most importantly, it is easy to remember and discuss in terms of change. Prosci. All Rights Reserved. 24

25 изменение ለዉጥ değişim ngarobah change o'zgarish تغيير промяна thay đổi Veränderung byta cambio 更改 lave om تغيير دادن verandering เปล ยนแปลง zmiana changement שינוי पर वर तन Prosci. All Rights Reserved. 25

26 Prosci. All Rights Reserved. 26

27 Getting started with creating common language: Build awareness of the need for common language Prosci. All Rights Reserved. 27

28 Advanced Applications of ADKAR Leverage a structured approach and methodology Facilitate individual change Measure change outcomes Create a common language for change Integrate with project management Empower managers Equip senior leaders Prevalence Effectiveness Prosci. All Rights Reserved. 28

29 ADKAR to integrate with project management Why Integration supported organizational change capability Integration created buy-in Integration was natural and effective How Assigned a dedicated change management resource Mapped ADKAR elements over project plan Change management deliverables were required Results Increased effort on people side Increased outcome-orientation Increased project success Putting ADKAR within our standards provided a much more holistic view of making projects and change happen. Prosci. All Rights Reserved. 29

30 30 ROI predictions assume high levels of ability and proficiency at or soon after go-live Prosci. All Rights Reserved. 30

31 What it could look like Kick off Major events General Project Lifecycle Initiate Plan Design Develop Deploy Individual Change Journey Milestones Prosci ADKAR Model A D K A R Organizational Change Mgmt Activities Prosci 3-Phase Process Phase 1: Preparing for Change Phase 2: Managing Change Phase 3: Reinforcing Change Prosci. All Rights Reserved. 31

32 Questions to ask: How much Ability must we have at go-live to hit ROI assumptions? How much Ability can we afford to develop after go-live? How long will building Ability take? What ability-building actions are required for this change? When do we need to start AD and K ahead of building Ability? Prosci. All Rights Reserved. 32

33 Getting started with integrating with project management: Ask what does ability at go-live mean for this change? Prosci. All Rights Reserved. 33

34 Advanced Applications of ADKAR Leverage a structured approach and methodology Facilitate individual change Measure change outcomes Create a common language for change Integrate with project management Empower managers Equip senior leaders Prevalence Effectiveness Prosci. All Rights Reserved. 34

35 ADKAR to empower managers Why ADKAR provided their managers a common language for talking about change ADKAR was easy and simple to use ADKAR had been successfully deployed in previous situations How Formal training Ongoing coaching Results Provided a framework for coaching and resistance management (where managers struggle) Allowed change teams to engage managers in changes more easily Allowed for cascade of change information Often change conversations can be difficult. With ADKAR in mind [managers] can ask questions that will get to the heart of the challenge Prosci. All Rights Reserved. 35

36 Five roles of a manager in change Resistance Communicator Liaison Advocate Coach Manager Communicator 22% 34% Liaison 25% 36% Advocate Resistance Mngr 19% 22% 38% 43% Ineffective Effective Coach 22% 40% 0% 10% 20% 30% 40% 50% Prosci. All Rights Reserved. 36

37 Prosci. All Rights Reserved. 37

38 38 Don t send managers into the battlefield unarmed Prosci. All Rights Reserved. 38

39 Providing ADKAR as a tool Help managers internalize ADKAR and their own views of changes Teach managers to use ADKAR in conversations assessment vs. informal Train managers to pinpoint barrier points Empower managers to clear the barriers Prosci. All Rights Reserved. 39

40 Getting started with empowering managers: Help the leaders help themselves Prosci. All Rights Reserved. 40

41 Advanced Applications of ADKAR Leverage a structured approach and methodology Facilitate individual change Measure change outcomes Create a common language for change Integrate with project management Empower managers Equip senior leaders Prevalence Effectiveness Prosci. All Rights Reserved. 41

42 ADKAR to equip senior leaders Why Simplicity and structure Stresses starting with awareness (not training) Aligns with initiative progression How Provide change management training Build into ongoing development programs Results Clearer role understanding Common language for change Immediate mindset change [for senior leaders] in terms of how to prioritized change programs, identify those with the most/least chance of success and a common framework/language to describe change programs and methodologies. Prosci. All Rights Reserved. 42

43 The implications of outcome-orientation Three roles of sponsors in times of change: Actively and visibly support the change Build a coalition of support Communicate directly with employees For sr. leaders and managers: What are you trying to achieve right now? Speak at this town hall meeting. Build awareness of the need for the new ERP system by sharing details of our profitability forecasts at this town hall meeting. Prosci. All Rights Reserved. 43

44 Prosci. All Rights Reserved. 44

45 Getting started with equipping senior leaders: Explain their role in the context of outcomes Prosci. All Rights Reserved. 45

46 Advanced Applications of ADKAR Prevalence Effectiveness Leverage a structured approach and methodology Facilitate individual change Measure change outcomes Create a common language for change Integrate with project management Empower managers Equip senior leaders What outcome are we trying to achieve? Apply ADKAR to yourself Pick one group and one method to measure Start with awareness What does ability at go-live mean for this project? Help the leaders help themselves Explain their role in the context of outcomes Prosci. All Rights Reserved. 46

47 Prosci Change Management training with CMC dates for your calendar. 3 day Prosci Change Management ractitioner Certification Programme January, London February, London February, London March, London March, Reading Intersection of Agile and Change Management workshop 12 th February & 21 st May, London Enterprise Change Management Bootcamp 12 th March & 11 th June, London Find out more and register online. cmctraining@cmcpartnership.com

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