The magnitude of a given change will impact how employees react and how you should manage the change. So how do you assess the disruptive nature of your change?
Do you know how to prepare for change? The Prosci methodology begins not with change management application but with taking the necessary steps to understand the change and the organization itself before you create your change management strategy. Below are the key activities you need to undertake at the start of project (and change management) planning:
A structured approach to the change process is a critical concept in developing a successful and sustainable organizational change strategy. Organizations that employ a structured process within their change strategy benefit from a smoother transition, increased adoption rate, and higher implementation rates amongst impacted groups. Industry-leading organizations leverage a structured change approach to create a formal and dependable process that is replicable throughout the organization on all projects. One crucial element in building a successful and sustainable change strategy is dedicating a portion of your structured approach to the individual employee and their success.
Since 1994, Prosci has been listening to and engaging with clients around the world to help people embrace and adopt change. Every day our training team, program advisors and account managers respond to questions and guide change professionals to achieve their desired outcomes informed by our best practice research and client success experiences. Below are four questions we hear frequently, the context for the questions, and the answers.
The loudest resounding theme from two decades of change management best practices research is that executives and leaders play a pivotal role in change. Active and visible change sponsorship is the number-one success factor for creating successful change outcomes.
Change management practitioners, in turn, play an important role in enabling and supporting change sponsors in their sponsorship role. When change management teams support sponsors effectively, they become a vital partner to executives in the achievement of successful change outcomes. Below is a selection of research findings on best practices for engaging executives and senior leaders in their role as change sponsors and helping them understand what activities great change sponsors perform.
Managers have always been a key lever to success in change management work. They are the frontline troops in helping get their employees through a change successfully. Prosci’s research has continued to demonstrate that employees want to hear about change from their managers, managers can help proactively mitigate employee resistance, and having managers bought into the why of a change is crucial for success. The Prosci ADKAR Model is a uniquely valuable tool that, when used successfully, can help managers positively impact a change. In Prosci’s Applications of ADKAR research effort, change practitioners shared their experience, insights and advice on empowering managers with the ADKAR Model (read the full research report here).
Since the beginning iterations of Prosci’s change management research, we’ve known about the importance of senior leader engagement on a project. Nearly every change manager has navigated the tension between understanding the importance of senior leader engagement on a project and the difficulty of getting this necessary engagement. What is more, it is not enough to have senior leaders involved in a change project. We must ensure that they are equipped with the tools that they need to be effective, active, and visible leaders throughout the project.
Peter Drucker famously observed, “what gets measured gets managed.” In the change space, measurement has often been an elusive frontier. With its individual and results orientation, the Prosci ADKAR Model is uniquely valuable as a measurement mechanism. In Prosci’s Application of ADKAR research effort, change practitioners shared their experience, insights and advice on using the ADKAR Model as a measurement framework. And, as it turns out, it works –two thirds of participants using the model as a measurement framework said it was extremely effective. As one participant noted, “ADKAR allows you to measure where individuals are in the change process so change management activities can be tailored and timely.”