introduction to Change Management

1. A Reconnaissance Survey of the
Discipline of Change management
Lecture 1
Atiq

2. Did you ever face any difficult
person?
How did you manage him/her?

3. A question for you:
What is Change management?

4. Another question for you:
Have your change management efforts
worked as well as you wanted?

5. “8. My organization is good at managing the “people” side of change initiatives.
”
36%
20%
24%
8%
2%
10%
0%
10%
20%
30%
40%
Stongly
Disagree
Disagree Neutral Agree Strongly
Agree
Don't Know
& N/A
Almost 1/2 disagreed
Managing change: people

6. “People” Readiness for change
For corporate process improvement involving systems investments:
28% are abandoned
41% come in behind schedule and/or
over budget
80% are NOT used in the way they were
intended, or NOT USED AT ALL, 6 months
after completion of installation
-- Gartner Group, 2003

7. Here is what I believe change
management is:
 The process, tools and techniques to
manage the people-side of change to
achieve the required business outcome(s)

8. Key Points
Key point 1: To move from good intentions to good results, we have to realize that effective change
management is more than just a few pieces of communication
Key point 2: To move from good intentions to good results, we have to realize that we (the
“changers”) may be “living” in the future state, while everyone else (“the changees”) is living in the
present
Key point 3: To move beyond good intentions, effective change management MUST be focused on
helping individuals change
Key point 4: Individual change is a process
Key point 5: To move beyond good intentions, we need to select and use the tools available to us
Key point 6: To move beyond good intentions, we need the right people involved and engaged in the
right ways
Key point 7: Begin with end in mind. Measure the “right” things for this change, at the organizational
level and the individual level

9. Key point 1: To move from good intentions
to good results, we have to realize that
effective change management is more than
just a few pieces of communication
Change management is the process, tools
and techniques to manage the people-side
of change to
achieve the required business outcome

10. Benchmarking findings
Causes of resistance
 Employees:
1. Not aware of the business
need for change
2. Lay-offs were announced
or feared
3. Unsure if they had the
skills needed for success in
the future state
4. Comfort with the current
state
5. Believed they were being
asked to do more with
less, or do more for the
same pay
 Managers:
1. Loss of power and control
2. Overloaded with current
responsibilities
3. Lacked awareness of the
need for change
4. Lacked the required skills
5. Fear, uncertainty and
doubt
Can mere communications address these?

11. Key point 2:
To move from good intentions to good
results, we have to realize that we (the
“changers”) may be “living” in the future
state, while everyone else (“the changees”)
are living in the present future

12. Three Phases of Change: How
people experience change
Current
State
Transition
State
Future
State

13. Current State
• Employees (including management and executives!) generally
prefer the current state, because that is where they live
Current
State
Transition
State
Future
State
“better the devil you know is better than the devil you don’t”

14. Future State
• The future state is unknown to the employee; will it be better,
or worse?
• This is where Project teams “live”
Current
State
Transition
State
Future
State

15. Transition State
• The transition state creates stress and anxiety
Current
State
Transition
State
Future
State

16. Key point 2, revisited: To move from good
intentions to good results, we have to realize
that we may be “living” in the future state,
while everyone else is living in the present
People will resist change, but not because
they are being contrary
“better the devil you know is better than the devil you don’t”

17. Key point 3: Effective change management
MUST be focused on helping individuals
change

18. Successful change addresses both the technical and the
people side
Solution is
designed, developed
and delivered effectively
(Technical side)
Solution is accepted,
adopted and utilized
effectively
(People side)
= CHANGE SUCCESS
+
Project management
Change management
Current Transition FutureCurrent Transition Future
Individual PEOPLE change, NOT organizations

19. Effective change management
requires two perspectives
Individual perspective
 How does one
person makes a
change
successfully?
Organizational perspective
 What tools we** have to
help individuals make
changes successfully?
** “we” means project leaders and team
members, HR, OD, training, communicatio
ns, managers, supervisors

20. 20
The focus of Change management is on helping
individuals make their own personal transition
Organizational
“The change” to how we
do business
Individual
Current Transition FutureCurrent Transition Future
How I do my job
today
How I will do my job
after the change is
implemented
Current Transition FutureCurrent Transition Future
Current Transition FutureCurrent Transition Future
Current Transition FutureCurrent Transition Future
From:
To:

21. Key point 3, revisited: To move beyond good
intentions, effective change management
MUST be focused on helping individuals
change
From an organizational perspective, we
need to determine what “we”** can do to
help individuals change

22. Key point 4: Individual change is a process

23. The five building blocks of successful
individual change
Awareness of the need for change
Desire to participate and support the change
Knowledge on how to change
Ability
to implement required skills and
behaviors
Reinforcement to sustain the change
ADKAR is the (relatively) easy-to-remember acronym

24. Communication checklist
Yes No Question:
Have you identified all of the different audiences you need to
communicate with throughout the organization?
Have you identified who the ideal sender of communication
messages will be?
Have you identified what are the most effective channels of
communication?
Have you created mechanisms to enable two-way
communication to take place?

25. Not Everyone Changes
at the Same Pace
Awareness Desire Knowledge Ability ReinforcementPerson B Awareness Desire Knowledge Ability ReinforcementPerson B
Awareness Desire Knowledge Ability ReinforcementPerson D Awareness Desire Knowledge Ability ReinforcementPerson D
Awareness Desire Knowledge Ability ReinforcementPerson C Awareness Desire Knowledge Ability ReinforcementPerson C
Awareness Desire Knowledge Ability ReinforcementPerson A
Awareness Desire Knowledge Ability ReinforcementPerson H Awareness Desire Knowledge Ability ReinforcementPerson H
Awareness Desire Knowledge Ability ReinforcementPerson G Awareness Desire Knowledge Ability ReinforcementPerson G
Awareness Desire Knowledge Ability ReinforcementPerson E Awareness Desire Knowledge Ability ReinforcementPerson E
Awareness Desire Knowledge Ability ReinforcementPerson I Awareness Desire Knowledge Ability ReinforcementPerson I
Person F Awareness Desire Knowledge Ability ReinforcementPerson F Awareness Desire Knowledge Ability ReinforcementPerson F Awareness Desire Knowledge Ability ReinforcementPerson F Awareness Desire Knowledge Ability Reinforcement
Address the needs of each INDIVIDUAL

26. Employee A D K A R Notes/actions
Adnan 4 5 2 2 4
Babar 4 1 4 3 4
Chaudhry 2 2 3 3 4
Dilshad 5 1 4 2 3
Employee A D K A R Notes/actions
A 4 5 2 2 4
4 1 4 3 4
2 2 3 3 4
5 1 4 2 3
Recommendation:
Create a Change Management
Profile for Each Employee
Needs knowledge
Low desire
Questionable desire
Low desire

27. Key point 4, revisited: Individual change is a
process
From an organizational perspective, we
need to determine what “we”** can do to
help individuals

28. Key point 5: To move beyond good
intentions, we need to understand, select
and use the tools available to us

29. Some Key Change Management
Tools
Communications
Sponsor Roadmap
Coaching
Training
Readiness / Resistance Mgt.
These channels enable
Effective change management

30. Mapping the tools to the personal
change elements (ADKAR)
These channels
enable project team
to facilitate
organization
through phases of
ADKAR.
Communications
Sponsor Roadmap
Coaching
Training
Awareness
Desire
Knowledge
Ability
Reinforcement
Awareness
Desire
Knowledge
Ability
Reinforcement
Readiness / Resistance Mgt.

31. Key point 5, revisited: To move beyond good
intentions, we need to select and use the
tools available to us
Use the right tools, in right place
Communications
Sponsor Roadmap
Coaching
Training
Readiness / Resistance Mgt.

32. Who is this “We”

33. Key point 6: To move beyond good
intentions, we need the right people involved
and engaged in the right ways

34. Middle managers
and supervisors
Middle managers
and supervisors
Change
management
resource/team
Change
management
resource/team
Executives and
senior managers
Executives and
senior managers
Project
team
Project
team
Project
support
functions
Project
support
functions
Change management requires a system of
‘doers’
Each ‘gear’ plays a
specific role based on
how they are related
to change

35. Change management roles
Role Ideal implementation
Change mgmt
resource/team
“I develop the change management strategy and
plans. I am an integral part of project success.”
Executives and senior
managers
“I launch (authorize and fund) changes.”
“I sponsor change.”
Middle managers and
front-line supervisors
“I coach my direct reports through the changes that
impact their day-to-day work.”
Project team
“I manage the technical side of the change. I
integrate change management into my project
plans.”
Project support
functions
“I support different activities of the change
management team and project team.”
* Change
management group,
dept or office
“We own the change management methodology
and support its implementation in the organization.”

36. Current common reality that we
need to move beyond
Role Common implementation
Change mgmt
resource/team
“I feel like I‟m on an island here – people expect me
to do everything and have all the answers.”
Executives and senior
managers
“I gave you funding and signed the charter – now go
make it happen!”
Middle managers and
front-line supervisors
“I feel like I‟m the direct target for some of these
changes, and I wish I knew what was going on.”
Project team
“My focus is just the „technical‟ side. Once I flip the
switch, I‟m moving on to the next project.”
Project support
functions
“I get called in on projects and given one little task,
but I‟m not sure how I fit in to the overall picture.”
* Change
management group,
dept or office
“I don‟t even exist yet.”

37. Executives and senior mgrs
What is their role
1. Participate actively and visibly throughout
the project
2. Build a coalition of sponsorship and
manage resistance
3. Communicate directly with employees
Not just signing cheques and project charters!
Middle managers
and supervisors
Middle managers
and supervisors
Change
management
resource/team
Change
management
resource/team
Executives and
senior managers
Executives and
senior managers
Project
team
Project
team
Project
support
functions
Project
support
functions

38. Middle mgrs and supervisors
Why are they important
 They are close to the
people who adopt the
change
 They play a role in all
types of change in the
organization
They need to be trained to
be successful
Executives and senior leadersExecutives and senior leaders
Front-line employeesFront-line employees
Middle managers and supervisors
Executives and senior leadersExecutives and senior leaders
Front-line employeesFront-line employees
Middle managers and supervisors
Macro – top-down changes
Micro – daily changes
Middle managers
and supervisors
Middle managers
and supervisors
Change
management
resource/team
Change
management
resource/team
Executives and
senior managers
Executives and
senior managers
Project
team
Project
team
Project
support
functions
Project
support
functions

39. Middle mgrs and supervisors
What are their roles
Role 1 – Communicator
Role 2 – Advocate
Role 3 – Coach
Role 4 – Liaison
Role 5 – Resistance manager
Middle managers
and supervisors
Middle managers
and supervisors
Change
management
resource/team
Change
management
resource/team
Executives and
senior managers
Executives and
senior managers
Project
team
Project
team
Project
support
functions
Project
support
functions

40. Project team
Why are they important
Drive the technical side of change
Design solutions
Develop solutions
Deliver solutions
Project management
Change management
Current Transition FutureCurrent Transition Future
Middle managers
and supervisors
Middle managers
and supervisors
Change
management
resource/team
Change
management
resource/team
Executives and
senior managers
Executives and
senior managers
Project
team
Project
team
Project
support
functions
Project
support
functions

41. Project team
What is their role
1. Design the actual change
2. Manage the ‘technical side’ of the change
• Charter, business case, schedule, resources, work
breakdown structure, budget, etc.
3. Engage with CMgt team/resource
4. Integrate CMgt plans into project plan
Middle managers
and supervisors
Middle managers
and supervisors
Change
management
resource/team
Change
management
resource/team
Executives and
senior managers
Executives and
senior managers
Project
team
Project
team
Project
support
functions
Project
support
functions

42. Project support functions
 Examples
 HR
 OD
 Training
 Communication
 SMEs
 Bring specific experience,
knowledge, tools and
expertise to the project
 Sometimes act as the
change mgmt resource
 Key pieces of the ‘technical’
and ‘people’ puzzles
Middle managers
and supervisors
Middle managers
and supervisors
Change
management
resource/team
Change
management
resource/team
Executives and
senior managers
Executives and
senior managers
Project
team
Project
team
Project
support
functions
Project
support
functions

43. Mapping change management roles
1. Authorize and fund
2. Participate actively
and visibly
3. Create coalition
4. Communicate directly
1. Design ‘the change’
2. Manage ‘technical side’
3. Engage with CM
4. Integrate CM
1. Communicator
2. Advocate
3. Coach
4. Liaison
5. Resistance manager
1. Experience
2. Knowledge
3. Tools
4. Expertise
1. Apply methodology
2. Formulate strategy
3. Develop plans
4. Support other ‘doers’
Middle managers
and supervisors
Middle managers
and supervisors
Change
management
resource/team
Change
management
resource/team
Executives and
senior managers
Executives and
senior managers
Project
team
Project
team
Project
support
functions
Project
support
functions

44. Change management resource
What is their role
Enable others…
Help managers
and supervisors
Effectively coach their employees
through transitions
Help execs and
senior leaders
Effectively fulfill the role of
‘sponsor of change’
Help project
teams
Make the bridge between
implementing a solution and realizing
benefits
Middle managers
and supervisors
Middle managers
and supervisors
Change
management
resource/team
Change
management
resource/team
Executives and
senior managers
Executives and
senior managers
Project
team
Project
team
Project
support
functions
Project
support
functions
Middle managers
and supervisors
Middle managers
and supervisors
Change
management
resource/team
Change
management
resource/team
Executives and
senior managers
Executives and
senior managers
Project
team
Project
team
Project
support
functions
Project
support
functions

45. Employee-facing vs. enabling
Employee-facing roles Enabling roles
One-to-one interactions
One-to-many interaction
Observable behaviors
Creation and implementation
of plans that are executed by
the employee-facing roles
Middle managers
and supervisors
Middle managers
and supervisors
Change
management
resource/team
Change
management
resource/team
Executives and
senior managers
Executives and
senior managers
Project
team
Project
team
Project
support
functions
Project
support
functions
Middle managers
and supervisors
Middle managers
and supervisors
Change
management
resource/team
Change
management
resource/team
Executives and
senior managers
Executives and
senior managers
Project
team
Project
team
Project
support
functions
Project
support
functions

46. Homework: Where is your group?
Role: Who: Understanding: Effectiveness:
Change mgmt
resource/team
Executives and
senior managers
Middle managers and
front-line supervisors
Project team
Project support
functions
* Change mgmt group,
dept or office
Who in the
organization
plays each
role?
How well do
they
understand
their role?
How effectively
are they
fulfilling their
role?

47. Key point 6, revisited: To move beyond good
intentions, we need the right people involved
in the right ways
Middle managers
and supervisors
Middle managers
and supervisors
Change
management
resource/team
Change
management
resource/team
Executives and
senior managers
Executives and
senior managers
Project
team
Project
team
Project
support
functions
Project
support
functions
Do you have the right people involved in
the right way?

48. How will you know if your change has
been effective?

49. “Begin with the end in mind.”
-- Stephen R. Covey from “The Seven Habits of Highly Effective People”.
Key point 7:

50. “Begin with the end in mind.”
-- Stephen R. Covey from “The Seven Habits of Highly Effective People”.
… and, measure your progress
accordingly …

51. Two points of measurement:
Organizational perspective
 Outcome:
 Did the project deliver the
intended results?
 Process:
 Was the project delivered on
time and on budget?
 Were milestones met along the
way?
Current Transition FutureCurrent Transition Future
Organizational
Current Transition FutureCurrent Transition Future
Organizational
#s

52. Two points of measurement:
Individual perspective
 Outcome:
 Are employees doing their work
the “new way” required by the
project?
 Process:
 How well did employees make
the transition?
 How well did we** support that
transition?
Current Transition FutureCurrent Transition Future
Individual
Current Transition FutureCurrent Transition Future
Individual
A D K A R

53. Framework for measurement
Organizational Individual
Process
Speed of adoption
Utilization rate
Proficiency
Individual change
management:
-Awareness
-Desire
-Knowledge
-Ability
-Reinforcement
Outcome Business performance
against objectives
Individual
performance for
each job role

54. Framework for measurement
Organizational Individual
Process
Speed of adoption
Utilization rate
Proficiency
Measured by group, function,
and or location
Individual change
management:
-Awareness
-Desire
-Knowledge
-Ability
-Reinforcement
Measure by
assessment
Outcome
Business performance against objectives,
such as:
 Financial Performance
 Quality of product, service
 Quality of worklife
 Speed of implementation
 Etc.
Individual performance for
each job role
Performance towards
objectives, as defined
in personal objectives
with immediate
manager

55. Key point 7, revisited: Begin with end in
mind. Measure the “right” things for this
change, at the organizational level and the
individual level
Change management is the process, tools
and techniques to manage the people-side
of change to
achieve the required business outcome

56. Summary of Key Points: Revisited
Key point 1: To move from good intentions to good results, we have to realize that effective change
management is more than just a few pieces of communication
Key point 2: To move from good intentions to good results, we have to realize that we (the
“changers”) may be “living” in the future state, while everyone else (“the changees”) are living in
the present
Key point 3: To move beyond good intentions, effective change management MUST be focused on
helping individuals change
Key point 4: Individual change is a process
Key point 5: To move beyond good intentions, we need to select and use the tools available to us
Key point 6: To move beyond good intentions, we need the right people involved and engaged in
the right ways
Key point 7: Begin with end in mind. Measure the “right” things for this change, at the
organizational level and the individual level

57. “Everyone thinks of
changing the world,
but no one thinks of
changing himself.”
- Leo Tolstoy

58. A stepped approach to
change
Start
X
A journey of a thousand miles
occurs one step at a time.
Success