There are a number of ways anyone can get involved or be involved in change management throughout the entire organization. There are a number of scenarios addressed in this post with suggestions to help support your change management efforts at your organization. The scenarios addressed here are:
The fastest way to get up to speed in your area of involvement in change management is to examine the scenarios from the table below that most closely matches your situation for suggestive support.
The scenarios below provide suggestions on the tools and resources that will help you begin effectively managing the human side of organizational change.
The project leader is responsible for ensuring that change management is applied to their project. They have an oversight role, and may sometimes be directly involved. The first step will be to assign one or more people on your team to change management. The second step is to make sure they have the necessary training to carry out this role. The options shown on the right provide several alternatives for moving forward for your team members.
Often referred to as 'Enterprise Change Management', your responsibilities will include bringing change management to each change initiative and building competency to manage change at every level in the organization. The first step requires you to become familiar with change management. Consider one of the first three options shown on the right. The second step is to design a deployment strategy and plan for your organization. You might consider attending the ECM Boot Camp or purchasing an ECM Roadmap or a Change Management Maturity Model Audit.
Your deployment plan will likely include programs for different audiences in your organization. The figure at the bottom of this page provides examples of the types of training and resources available for different groups in your organization.
Resistance to change is actually normal and to be expected. However, persistent and enduring resistance can be a threat to the project. In many cases resistance to change is damaging to a project in the absence of a formal change management approach. Rather than address the resistance you are experiencing directly, your first step should be to apply a change management methodology to your project. This will help you determine the root cause of the resistance and develop proactive steps to address and mitigate the resistance.
Your first responsibility will be to learn change management yourself. Only then can you truly bring a change management methodology to your project. We strongly recommend Option 1, the 3-day certification program, if you are new to change management.
To begin the process of building change management skills, your first step will be to establish a strong foundational understanding of the principles and concepts around change. We recommend starting with the ADKAR book (Option 1) to learn how individuals go through change, and then move on to a set of tools for supporting organizational change management efforts (Option 2).
We have several ways you can learn more about managing change and why it is important. These options range from reading free tutorials to attending a certification program on change management that covers the ROI of change management on projects. The most effective step you can take is to become certified by attending the 3-day program (Option 3).
Managers and supervisors play one of the most critical roles in change management. Research results indicate that managers are a preferred sender of communications to their employees and have the greatest influence for helping employees successfully through a transition. One of your primary tools for coaching your employees is the Prosci ADKAR Model. Your first step should be to read the ADKAR book to gain a greater understanding of how your employees will go through change. Your second step is to assist your employees through change by using the tools in the Guide for Managers and Supervisors.
One of the potential pitfalls of jumping right into a communication plan or training program is not having a broader strategy for managing the change within the organization. Communication or training can backfire when they are used in isolation of other change management tools and processes. Consider Option 1 or Option 2 as a way to get up to speed on the overall change management approach and how your communication or training plan fits in.
We do not believe that you can truly evaluate a change management approach without experiencing the approach first-hand. Although we have conducted telephone calls to present the methodology, participants in the 3-day program have stated that this is the best way to experience and get to know Prosci's process and tools. As a result, we strongly recommend Option 1.
You have taken the first step by coming to this site and showing curiosity about the change process. There are several options you have depending on your personal and professional interest in change. The Employee's Survival Guide to change is a quick read and very simple approach to looking at change from an employee's perspective, including a section on frequently asked questions. If you would like to go into more depth, we would encourage you to read the ADKAR book where you can gain a better understanding of how people go through change and the role you play in the change process.
The following diagram illustrates the resources that are targeted for different groups in your organization. If you have additional questions, do not hesitate to request a consultation.
Tim Creasey is Prosci’s Chief Innovation Officer and a globally recognized leader in change management. His work forms the foundation of the largest body of knowledge in the world on managing the people side of change to deliver organizational results.
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