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5 Questions to Ask to Get Buy-In for Change Management

“Priority is the function of context,” says Stephen Covey. So how do you position the value of change management in the right context so that it gets the priority it needs?

Think about what you describe when you make the case for change management. How is change management viewed by your project leaders? Is it seen as an optional add-on rather than a vital contributor to the project’s success? Do you spend the conversation talking about change management activities, like communication and training, or do you focus on change management’s contribution to overall project results and outcomes?

It takes more than building a beautiful ship

Changes ultimately come to life through the individuals who have to do their jobs differently as a result of a project or initiative. Whether the project involves a process impacting 15 people, a new technology impacting 150 or a transformation impacting 15,000, the success of the project is inextricably linked to the success of each of those individuals. Did they get on board, or did they stay on the shore?

Five B's of Executive Buy In

As a senior executive, sponsor of change, and Executive Instructor for Prosci Canada teaching change management practitioners, one of the most frequently asked questions I have received is, "how can I get my executives onboard with change management and fulfilling their roles as sponsors?"

The 5 Areas That Define Your Organizational Change Capability

Building an enterprise change capability is tricky business. One of the many challenges leaders on this journey face is how to measure progress. Nearly two decades of research on the people side of change provide the foundations for Prosci’s Change Management Maturity Model.

This research-based framework offers a measuring stick for organizational change management progress. This article examines the different aspects of the change management maturity framework and offers insights into how the maturity framework can be used to drive improvement in organizational change capability.

Five Tips for Better Change Management

Prosci has been publishing content on the countless aspects of change management since the 1990s, and based on research and feedback provided by our clients, we've put together a list of the six focus areas that change practitioners have identified as where they need more resources and support. The below list includes "five tips" for each of these topics with links to more in-depth content.

How to Prevent the Missing Sponsor


Why are sponsors so important? In all five of Prosci's benchmarking reports in change management - spanning 10 years and over 1400 participants - the role of the sponsor was identified as the #1 contributor to success. Tangibly, the sponsor of a change provides the authorization and funding for the change to more forward.

Managing Busy Managers During Projects


Consistently, one of the biggest obstacles to change identified by participants in the our Best Practices in Change Management benchmarking study was poor support and alignment with middle management (behind only ineffective sponsorship and resistance from employees). Managers resisted the change and did not effectively support their employees through change. One of the main culprits for this obstacle is the manager dilemma.

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