Learning is Change. Change is Learning. Changing Behavior to Produce Results May 6, 2013

Transcription

1 Learning is Change. Change is Learning. Changing Behavior to Produce Results May 6, 2013 #learningischange 1

2 Tips for the Webinar Tweeting? Please use this tag: #learningischange (800) or (805)

3 Welcome For More Info / To Register / To Access Archive: Search Webinars or On Demand at TrainingIndustry.com (800) or (805)

4 Introductions Bill Wilder Director of the Life Cycle Institute at Life Cycle Engineering (LCE) Sherri Large Business Manager for the Life Cycle Institute Chad Albanese Account Manager for the Life Cycle Institute 4

5 Learning Objectives What Prosci s Best Practices in Change Management benchmarking report reveals about the role change management plays in learning How ADKAR determines when someone is ready for change What motivates a person to change their behavior and sustain it Why all learners go through the valley of despair and how to help them climb out What to do about resistance ADKAR and ADKAR terms are trademarks of Prosci. Used with permission. 5

6 Learning is a Process of changing behavior to produce desired results 6

7 3A Learning Process Align Assimilate Apply Purpose Engagement Alignment Expectations Active Learning Learning Objectives Transfer and retention Accountability Sustain behavior change Results Tools Blooms Learning Objectives Learning Impact Maps Openers/Closers/Energizers Facilitator Competencies Action Planning Simulations Case Studies 1-2 Goals Success 90 days Follow Through Coaching Success Case Method Celebrate Success 7

8 Integrating Learning and Change Management Learning means changing. Changing means learning. 8

9 What is Change Management? On a project level: 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. On an organizational level: A leadership competency for enabling change within an organization. A strategic capability designed to increase change capacity and responsiveness. Prosci Used with permission. 9

10 Poll- What change management models or processes do you use? Prosci Kotter LaMarsh Other type in who in the question box None 10

11 Prosci 1367 South Garfield Ave Loveland, Colorado, USA Prosci is a research company focused on change management. Best practices research Model, process and tool development Knowledge transfer Competency building Prosci Used with permission. 11

12 Prosci Research % 2,600 15, ,000+ Longitudinal studies Years of research Fortune 500 companies Research participants Certified practitioners Registered members Prosci Used with permission. 12

13 Percent of respondents that met or exceeded project objectives Correlation of change management effectiveness to meeting project objectives 100% 90% 80% 70% 60% 80% 95% 50% 40% 49% 30% 20% 10% 0% 17% Poor (n=177) Fair (n=441) Good (n=561) Overall effectiveness of change management program *Data from 2007, 2009 and 2011 Excellent (n=107) Prosci. From Prosci s 2012 Best Practices in Change Management benchmarking report Prosci Used with permission. 13

14 Percent of respondents that met or exceeded project objectives 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Correlation of change management effectiveness to meeting project objectives 17% Poor (n=177) 49% Fair (n=441) 80% Good (n=561) Overall effectiveness of change management program *Data from 2007, 2009 and % Excellent (n=107) Prosci. From Prosci s 2012 Best Practices in Change Management benchmarking report Of the 107 research participants who reported having excellent change management effectiveness, 95% met or exceeded project objectives. 6X Participants with the highest level of change management effectiveness were nearly 6X more likely to meet or exceed project objectives. Prosci Used with permission. 14

15 Percent of respondents that were on or ahead of schedule Correlation of change management effectiveness to staying on schedule 100% 90% 80% 70% 60% 50% 40% 57% 75% 30% 20% 10% 0% 16% Poor (n=215) 34% Fair (n=532) Good (n=679) Overall effectiveness of change management program *Data from 2007, 2009 and 2011 Excellent (n=116) Prosci. From Prosci s 2012 Best Practices in Change Management benchmarking report Prosci Used with permission. 15

16 Percent of respondents that were on or under budget Correlation of change management effectiveness to staying on budget 100% 90% 80% 70% 60% 50% 63% 71% 82% 40% 48% 30% 20% 10% 0% Poor (n=188) Fair (n=498) Good (n=661) Overall effectiveness of change management program *Data from 2007, 2009 and 2011 Excellent (n=116) Prosci. From Prosci s 2012 Best Practices in Change Management benchmarking report Prosci Used with permission. 16

17 Poll What are the top two change management activities and deliverables? Communications plan Training plan Resistance management plan Sponsor support Manager coaching 17

18 Contributors to Change Management Success Active and visible executive sponsorship Frequent and open communication Structured change management approach Dedicated change management resources Employee engagement Support from middle management p. 14 Prosci Used with permission. 18

19 Obstacles to Change Management Success Ineffective sponsorship Insufficient change management resourcing Employee resistance Manager resistance Poor communication p. 16 Prosci Used with permission. 19

20 Learning is change. Change is learning. 20

21 Role of Change Management in Training 1. Creation, planning and delivery of training 2. Support, coach and oversee training 3. Communications p. 89 Prosci Used with permission. 21

22 Change is a Process Process of change Where you are today Where you want to be Current Transition Future Prosci Used with permission. 22

23 Change is Individual Organization Current Transition Future How I do my job today How I will do my job after the change is implemented Individual Current Transition Future Prosci Used with permission. 23

24 The organization s future is a collection of individual future s Current Individuals Transition Future Organization Current Transition Future Future Current Transition Future Current Transition Future Current Transition Future Documented and managed processes New operating model Specialists in the call center Current Transition Future Supplier website integrated into supply chain Merged organization Prosci Used with permission. 24

25 Prosci ADKAR Model The five building blocks for successful change Awareness Desire Knowledge Ability Reinforcement Prosci Used with permission. 25

26 Prosci ADKAR Model Change begins with understanding why 2012 Prosci and Bill Cigliano Awareness D K A R What is the nature of the change? Why is the change needed? What is the risk of not changing? Prosci Used with permission. 26

27 Prosci ADKAR Model Change involves personal decisions 2012 Prosci and Bill Cigliano A Desire K A R What s in it for me (WIIFM)? A personal choice A decision to engage and participate Prosci Used with permission. 27

28 Prosci ADKAR Model Change requires knowing how 2012 Prosci and Bill Cigliano A D Knowledge A R Understanding how to change Training on new processes and tools Learning new skills Prosci Used with permission. 28

29 Prosci ADKAR Model Change requires action in the right direction 2012 Prosci and Bill Cigliano A D K Ability R The demonstrated capability to implement the change Achievement of the desired change in performance or behavior Prosci Used with permission. 29

30 Prosci ADKAR Model Change must be reinforced to be sustained 2012 Prosci and Bill Cigliano A D K A Reinforcement Actions that increase the likelihood that a change will be continued Recognition and rewards that sustain the change Prosci Used with permission. 30

31 Increasing resistance Decreasing productivity With change, you can expect a decline in productivity and an increase in resistance. 1 st communication or 1 st rumor Comfort / security Worry / uncertainty Productivity loss Employee dissatisfaction Passive resistance Time Risk / flight Prosci Flight Risk Model Turnover of valued employees Tangible customer impact Active resistance Opt-out of the change Prosci Used with permission. 31

32 3A Learning Process Where does the valley of despair appear? 32

33 3A Learning Process ADKAR inputs in the learning process. Prosci ADKAR and ADKAR terms are trademarks of Prosci. Used with permission. 33

34 ADKAR and the 3A Learning Process Awareness ALIGN Learning Impact Map objectives Desire - ALIGN Learning Impact Map behaviors / results Knowledge - ASSIMILATE Relevant, participant centered learning event Ability APPLY Mentor, coach Reinforcement APPLY Accountability, success stories, celebration ADKAR and ADKAR terms are trademarks of Prosci. Used with permission. 34

35 Objective Motivating sustained behavior change 35

36 Communications Organizational objectives WIIFM 36

37 Preferred Senders of Change Messages CEO/President Executive manager Senior manager Department head The employee's supervisor Human Resources representative Project team member Project team leader Change management team member Business messages Personal messages Change management team leader p. 78 Other 0% 10% 20% 30% 40% 50% 60% 70% 80% Percent of respondents Prosci. From Prosci s 2012 Best Practices in Change Management benchmarking report Prosci Used with permission. 37

38 Poll What are the most effective forms of change management communications? Face to face group meetings Face to face one on one Posters Social media 38

39 3A Learning Process Communication deliverables in the learning process. 39

40 Resistance It is always present. The #1 factor in failed projects. 40

41 Poll What does resistance look like? Anger Sorrow Arguing Ignoring Sick Days 41

42 Resistance Facilitate Leverage Manage Mitigate 42

43 Prosci Coaching Workshop Learn to coach employees through change Lead employees through incremental and radical change Develop clarity and depth on their role as coaches Recognize the role of sponsors and how best to leverage sponsor support Learn to position change projects for success Prosci Used with permission. 43

44 Reinforcement Image Source: Fort Hill Company 44

45 Poll - What is your maturity in applying change management? Organizational competency Organizational standards Multiple project application Isolated project application Adhoc or absent 45

46 Prosci Change Management Maturity Model TM Level 5 Organizational Competency Change management competency is evident in all levels of the organization and is part of the organization s intellectual property and competitive edge Continuous process improvement in place Highest profitability and responsiveness Level 4 Organizational Standards Organization-wide standards and methods are broadly deployed for managing and leading change Selection of common approach Level 3 Multiple Projects Comprehensive approach for managing change is being applied in multiple projects Examples of best practices evident Level 2 Isolated Projects Some elements of change management are being applied in isolated projects Many different tactics used inconsistently Level 1 Adhoc or Absent Little or no change management applied People-dependent without any formal practices or plans Highest rate of project failure, turnover and productivity loss Prosci Used with permission. 46

47 Life Cycle Institute role 3A Learning SM process Prosci training Prosci implementation 47

48 Prosci Prosci Research 1367 South Garfield Ave. Loveland, Colorado, USA

49 Life Cycle Institute LinkedIn: Life Cycle Institute Toll Free: Visit us at the ASTD International Conference Dallas, TX - May Booth #758 49

50 Upcoming Webinars May 8: A Balanced Look at the Pros and Cons of Virtual Instructor-Led Training May 14: Meeting the Learning & Leadership Needs of Technical Employees May 15: Adding Value: Learning through Online Communities For More Info / To Register / To Access Archive: Search Webinars or On Demand at TrainingIndustry.com

51 More ways to enhance performance improvement Join us May 21 st for The Real Deal: Real Influence, Real Leadership, Real Results Join our LinkedIn Group to continue this discussion! Connie Dieken Executive Business Coach Learn more at TrainingIndustry.com

52 Thank You! On behalf of TrainingIndustry.com, thanks to: Today s Speakers: Bill, Sherri & Chad Today s Sponsor: Life Cycle Institute All of you for attending Questions or Comments? Please contact Amanda Longo: alongo@trainingindustry.com