Prosci. All Rights Reserved. ADKAR and ADKAR terms are a registered trademark of Prosci. Used with Permission.

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1 Can t Do It Without You: Your Role in Creating Change That Your Lab Needs Barbara R. Swanson, M.Ed., MT(ASCP), CQA(ASQ)

2 Objectives To summarize the basic research-based concepts of change management. To list the elements of the Prosci ADKAR Model. To describe how to use the Prosci ADKAR Model as an individual change management model. Prosci. All Rights Reserved. ADKAR and ADKAR terms are a registered trademark of Prosci. Used with Permission.

3 Why Change Management? How many of you have had a change fail or very negatively impact your department or organization? What happened? What were the lessons learned?

4 Why Change Management? Executives encountered managers: Unwilling to assign the needed resources to the project Not allowing representative adequate time to participate Filtered out important messages Started negative conversations about the change

5 Why Change Management? Have any of you been part of a project management team that encountered a failed project (change) or very, very delayed change? What happened? What were the lessons learned?

6 Why Change Management? In a study of 575 project leaders, when asked What would you do differently on your next project? What was the number one finding? Prosci. All Rights Reserved. Data from the 2009 edition Best Practices in Change Management benchmarking report. Used with Permission.

7 Why Change Management? As an employee, how did (or do) you handle change in your department or organization? What happened? What were lessons learned?

8 Why Change Management? Companies encountered employees: Became distracted and lost interest in current work responsibilities. Valued employees left the organization Employees taking more sick leave or not showing up for work

9 Why Change Management? What is the leaders role in this process? The Reluctant CEO Change: Consolidate customer contact center across several divisions Hired consultant What happened immediately: Supervisors and key managers resisting Key managers rumored to quit if the change was implemented

10 The Reluctant CEO Employees distraction caused productivity to suffer Consulting firm warned CEO about resistance Few months later, consultants declared project in jeopardy Conducted interviews with key managers

11 The Reluctant CEO Manager s arguments against change, spread CEO remained reluctant to take definitive action Recourse: reassignment or termination of manager Both options negative fall-out for company and manager

12 Case Study #1 Reluctant CEO First mistake?

13 Reluctant CEO cont d Second mistake?

14 Why Change Management? Whose responsibility is it anyway? Why do leaders believe that managing change is not their job? Executive management? Managers and Supervisors?

15 Why Change Management? When leaders are actively involved in managing change, what happens?

16 Why Change Management? When a change is about to be made, what are the employees' concerns?

17 Why Change Management? Challenge for implementing change? Two different views Top-down executive s view VS. Bottom-up employees view

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19 Organizational Change Management LEADER Help organization understand, accept, and support needed business changes

20 Individual Change Management Managers and supervisors Provide coaching Tools and techniques to help employees through transition

21 Change vs. Change Management While change is about moving to a future state; change management is about supporting individual employees impacted by the change through their own transitions - from their own current state to their own future state that has been created by the project or initiative. Prosci From Prosci s 2009 Best Practices in Change Management benchmarking report

22 Change Management Most models are in the form of a process or a set of steps They do not include underlying lessons and principles Need to know the why not just the how

23 Key Components of Program-Based Approach to Change Management Program organization structure Blueprint Benefit profile and management Stakeholder map Communications strategy Project plan and project portfolio Risk log and management

24 Learn More Prosci s Seven Principles of Change Management - provide context and structure to change management

25 Successful Change Management Prosci From Prosci s 2009 Best Practices in Change Management benchmarking report

26 Correlation of change management effectiveness to meeting project objectives 100% 90% 95% Percent of re espondents that met or exceede ed project objectives 80% 70% 60% 50% 40% 30% 20% 51% 80% 10% 0% 16% Poor (n=111) Fair (n=259) Good (n=313) Overall effectiveness of change management program Excellent (n=65) Prosci. From Prosci s 2009 Best Practices in Change Management benchmarking report

27 Correlation of change management effectiveness to staying on schedule 100% 90% Percent of re espondents that were on or ahe ead of schedule 80% 70% 60% 50% 40% 30% 20% 32% 60% 71% 10% 0% 16% Poor (n=134) Fair (n=318) Good (n=394) Overall effectiveness of change management program Excellent (n=72) Prosci. From Prosci s 2009 Best Practices in Change Management benchmarking report

28 Correlation of change management effectiveness to staying on budget 100% 90% Percent of respondents that were on or under budget 80% 70% 60% 50% 40% 30% 20% 51% 61% 74% 82% 10% 0% Poor (n=116) Fair (n=299) Good (n=386) Overall effectiveness of change management program Excellent (n=71) Prosci. From Prosci s 2009 Best Practices in Change Management benchmarking report

29 Change is a process I am READY! Lets move on this!!!!!! Yet again, another program! I think I can, I think I can

30 Model for Managing Change Combine Employees perspective individual change management Managers perspective organizational change management Prosci ADKAR Model Characterizes process for individual change in five key steps Prosci. All Rights Reserved. ADKAR ADKAR terms are a registered trademark of Prosci. Used with Permission.

31 Prosci ADKAR Model Awareness of the need for change. Desire to make the change happen. Knowledge about how to change. Ability to implement new skills and behaviors. Reinforcement TM to retain the change once it has been made. Prosci. All Rights Reserved. ADKAR ADKAR terms are a registered trademark of Prosci. Used with Permission.

32 Work Scenario New software tool Change: Implementing new software tool for customer records Employee: You are an employee with 25 years in Customer Service Change was implemented and you believe change is not needed You are not aware that any change required Your reaction?

33 New Software Tool What If? Why is change happening and what business condition created a need for this change? Current software no longer supported What will happen if the change is not made? Lose customers Your reaction?

34 New Software Tool What If? Aware that a change was required Desire to support the change Seek knowledge about the change Your reaction?

35 New Software Tool What If? Need practice to develop the ability to implement the new processes and new skills on the job How do you make the changes STICK? Reinforcement

36 Using the Prosci ADKAR Model A personal situation: Identify a change you have been trying to facilitate in a friend, family member or work associate that is not working regardless of your continued efforts Prosci. All Rights Reserved. ADKAR ADKAR terms are a registered trademark of Prosci. Used with Permission.

37 Use these questions To what degree is this person aware of the need to change? Does this person have a desire to change? Do they have the required knowledge and skills to support the change? Do they have the ability to act on this knowledge and make the change happen? Do they have the necessary reinforcement in place to sustain the change?

38 Scoring Use the worksheet Score each section from 1 to 5 1 (lowest) for Awareness means that you believe the person is completely unaware of the reasons a change is needed 5 (highest) for Awareness means that the person is fully aware of the reasons to change Make a bar graph of the numbers obtained for each area

39 Interpretation of Bar Graphs First stage with 3 or below: Must be addressed first Must be addressed before anything else is done Betty's ADKAR Aw areness Desire Know ledge Ability Reinforcement Awareness Desire Knowledge Ability Reinforcement Awareness Desire Knowledge Ability Reinforcement 5 4 Awareness Desire Knowledge Ability Reinforcement Awareness Desire Knowledge Ability Reinforcement

40 Celebrations and Recognition

41 Celebrations and Recognition Primary sponsor s role Recognition Quick wins

42 Identifying and working with and through the obstacles Often the resistance is not about the change About impact on them personally Managers must understand individual situations with employees Identify obstacles clearly

43 Basic Concepts Organizational change management Executives role - must be active and visible through entire project Help organization understand, accept, and support needed business changes Individual change management Managers and supervisors provide tools and techniques to help employees through transition Effective and planned change management system yields positive results for organization and employees

44 Prosci ADKAR Model Because it makes sense Because it is easy to learn Because you start seeing change through ADKAR glasses Because it drives action Because, in the end, change happens one person at a time Prosci. All Rights Reserved. ADKAR ADKAR terms are a registered trademark of Prosci. Used with Permission.

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46 References Hiatt, Jeffrey M.; Creasey, Timothy J.. Change Management: the People Side of Change. Prosci Learning Center Publications. Loveland, Colorado. 1st ed., Hiatt, Jeffrey M.. ADKAR: a model for change in business, government and our community. Prosci Learning Center Publications. Loveland, Colorado. 1 st ed., Prosci s From Prosci 2009 Best Practices in Change Management benchmarking report

47 Contact Information Barbara R. Swanson Blood Systems, Inc. Quality Source Consultant