ADKAR and Change. Using PROSCI S ADKAR Model

Transcription

1 and Change Using POSCI S Model dapted from Prosci 2008

2 genda Introduction to Change Management process individual change assessment dapted from Prosci 2008

3 What is Change Management? People side of change dapted from Prosci 2008

4 Change management is: The process, tools and techniques to manage the people-side of change to achieve the required business outcome. dapted from Prosci 2008

5 Primary reasons for change Management Manage resistance to change Increase probability of success educe transition time dapted from Prosci 2008

6 Organizational change can be represented as three states of change Current state Transition state Future state How things are done today? How to move from current to future? How things will be done tomorrow? dapted from Prosci 2008

7 The organization s future state is actually the collection of many individual future states Organization Current Transition Future Current Transition Future Future Current Transition Future Current Transition Future Current Transition Future Current Transition Future dapted from Prosci 2008

8 Consequences of not managing the people side of change Lower productivity Passive resistance ctive resistance Turnover of valued employees dapted from Prosci 2008

9 Consequences of not managing the people side of change isinterest in the current or future state rguing about the need for change More sick days Change not fully implemented dapted from Prosci 2008

10 Consequences of not managing the people side of change People finding work arounds People revert to the old way of doing things The change being totally scrapped ivides are created between us and them dapted from Prosci 2008

11 Change Organizations don t change - people within organizations change. ny business change requires individuals to do their jobs differently to be successful dapted from Prosci 2008

12 dapted from Prosci 2008 Change is not always easy!

13 The Model describes the required phases that an individual will go through when faced with change. dapted from Prosci 2008

14 The Model is a foundational tool for understanding how, why and when to use different change management tools. dapted from Prosci 2008

15 The five building blocks of successful change wareness of the need for change esire to participate and support the change nowledge on how to change bility to implement required skills and behaviors einforcement to sustain the change dapted from Prosci 2008

16 The Model wareness of the need for change. What is the nature of the change? Why is the change happening? What is the risk of not changing? dapted from Prosci 2008

17 The Model wareness Think about the change your team is working on currently. Write a number 1 5 on the Post-It note to indicate your wareness of this change. dapted from Prosci 2008

18 The Model esire to support the change. Personal motivation to support the change Organizational drivers to support change dapted from Prosci 2008

19 The Model esire Think about the change your team is working on currently. Write a number 1 5 on the Post-It note to indicate your esire for this change. dapted from Prosci 2008

20 The Model nowledge on how to change. nowledge, skills and behaviors required during and after the change Understanding how to change dapted from Prosci 2008

21 The Model nowledge Think about the change your team is working on currently. Write a number 1 5 on the Post-It note to indicate your nowledge needed to implement this change. dapted from Prosci 2008

22 The Model bility to implement new skills. emonstrated ability to implement the change Barriers that may inhibit implementing the change dapted from Prosci 2008

23 The Model bility Think about the change your team is working on currently. Write a number 1 5 on the Post-It note to indicate your bility to implement this change. dapted from Prosci 2008

24 The Model einforcement to sustain the change. Mechanisms to keep the change in place ecognition, rewards, incentives, successes dapted from Prosci 2008

25 The Model einforcement Think about the change your team is working on currently. Write a number 1 5 on the Post-It note to indicate your feeling of einforcement for this change. dapted from Prosci 2008

26 Connecting and the current, transition and future states. Current Transition Future dapted from Prosci 2008

27 Gap Model Change Confusion esistance Fear/ nxiety Frustration Backsliding dapted from Prosci 2008

28 eveloping corrective actions with If the gap is: Corrective actions: wareness esire Management communicates about the business reasons for change (why, risk of not changing, drivers of change); Face-to-face communications with immediate supervisors about how the change impacts you directly is what should occur Look for pockets of resistance and identify the root cause; discuss your desire for resisting the change dapted from Prosci 2008

29 eveloping corrective actions with If the gap is: Corrective actions: nowledge bility Training on how to change and the skills needed after the change On-the-job training and job aides to support the new behaviors; Coaching by supervisors; Troubleshooting einforcement Messages by senior leaders and supervisors that the change is here to stay; Individual coaching sessions to identity gaps dapted from Prosci 2008

30 pplying : Not everyone moves through change at the same pace dapted from Prosci 2008 Change with one person Or five people Or twenty people Or 1000 people

31 dapted from Prosci 2008 Group ctivity