The effort to manage the people side of change is infrequent and is not centralized. In Level 2, projects apply change management when resistance emerges or when the project nears implementation.
Only isolated projects use change management at the beginning of their project. Some elements of communication planning occur early in the lifecycle. At this stage, change management is not fully integrated into project management. On projects that use change management, the project team is aware and knowledgeable of change management.
In certain instances, a change management advocate can encourage the integration of change management and project management. At Level 3, groups emerge that begin using a structured change management process. Change management is still localized to particular teams or areas in the organization. Change management is initiated at the start of some projects, with a large fraction still applying change management as a reaction to employee resistance during implementation.
Lacking an effective way to deal with production line problems, they decide their targets were unrealistic, they blame the production technology, or they accuse their frontline people of not being up to the task. A much better way to solve the problem is to invest in operational improvements, such as process design and training, to instill new practical approaches and give people the knowledge and cultural support they need.
The third major obstacle is that transformation efforts are typically decided upon, planned, and implemented in the C-suite, with little input from those at lower levels. This filters out information that could be helpful in designing the initiative while also limiting opportunities to get frontline ownership of the change. The following list of 10 guiding principles for change can help executives navigate the treacherous shoals of transformation in a systematic way.
Lead with the culture. Yet change leaders often fail to address culture—in terms of either overcoming cultural resistance or making the most of cultural support. Among respondents whose companies were unable to sustain change over time, a startling 76 percent reported that executives failed to take account of the existing culture when designing the transformation effort. Or they get so focused on structural details—reporting lines, decision rights, and formal processes—that they forget that human beings with strong emotional connections to the culture will be enacting these changes.
Instead of trying to change the culture itself, they draw emotional energy from it. They tap into the way people already think, behave, work, and feel to provide a boost to the change initiative. To use this emotional energy, leaders must look for the elements of the culture that are aligned to the change, bring them to the foreground, and attract the attention of the people who will be affected by the change.
In two healthcare companies undergoing a merger, culture led the post-deal integration. It quickly became clear that where one company had a culture attuned to bottom-line results, the other tended to focus on process.
Optimally, the new company would need to skillfully use processes to deliver clear results. Start at the top.
Rather, work must be done in advance to ensure that everyone agrees about the case for the change and the particulars for implementing it. A clinical research firm was committed to tripling its size over the next decade to achieve a more competitive position.
Because the company was still pretty much operating as a startup after 25 years, this required a far-reaching organizational redesign. Before starting the design phase, finance leaders gathered at an off-site meeting to begin a rigorous exercise in alignment. Instead, they mostly operated as lone rangers, in characteristic startup style. Each of the executives in the group made a thoughtful individual presentation about the case for change.
Most of them agreed on the general direction the company needed to take to achieve rapid growth. But their descriptions of how to move in that direction—for example, what the first concrete steps should be—were all over the map. They were then tasked to work together to develop a case for change that every one of them could support. To hammer out these agreements, these top executives had to listen closely to their colleagues and weigh conflicting points of view.
The exercise was demanding, but they began to coalesce around a coherent vision for what the company should look like in 10 years. Most importantly, the experience of working together so intensely led the executives, for once, to act as a collaborative and committed team. By the end of the off-site meeting, they found that they were all using the same language to describe what the company needed to do.
As one participant noted, the experience had transformed him , which in turn gave him confidence that together they could cascade the plan to other groups at other levels of the hierarchy. Involve every layer. Strategic planners often fail to take into account the extent to which midlevel and frontline people can make or break a change initiative.
The path of rolling out change is immeasurably smoother if these people are tapped early for input on issues that will affect their jobs. By progressing through each of the phases and applying the right processes and tools, the Prosci 3-Phase Process establishes the process for activities and actions that will help you succeed at change in your organization. Thought Leadership Articles. The Prosci 3-Phase Process A key component of the overall Prosci Methodology , the Prosci 3-Phase Process guides practitioners through the high-value steps to take and activities to perform during projects and initiatives in order to achieve change success.
Phase 1 — Prepare Approach During this initial phase, practitioners prepare the change management approach to be applied across three stages: Define Success — What are we trying to achieve?
Define Impact — Who has to do their jobs differently and how? Define Approach — What will it take to achieve success? Phase 2 — Manage Change During this phase, practitioners develop specific plans to move impacted individuals and the organization through their ADKAR transitions, and learn how to measure, track and adapt performance. Track Performance — How are we doing? Adapt Actions — What adjustments do we need to make?
The process of onboarding the different constituents varies with each change framework, but all provide plans that call for the time, patience, and communication.
Plan for the Change This is the "roadmap" that identifies the beginning, the route to be taken, and the destination. You will also integrate resources to be leveraged, the scope or objective, and costs into the plan.
A critical element of planning is providing a multi-step process rather than sudden, unplanned "sweeping" changes. This involves outlining the project with clear steps with measurable targets, incentives, measurements, and analysis. For example, a well-planed and controlled change management process for IT services will dramatically reduce the impact of IT infrastructure changes on the business. There is also a universal caution to practice patience throughout this process and avoid shortcuts.
Provide Resources and Use Data for Evaluation As part of the planning process, resource identification and funding are crucial elements. These can include infrastructure, equipment, and software systems. Also consider the tools needed for re-education, retraining, and rethinking priorities and practices. Many models identify data gathering and analysis as an underutilized element.
The clarity of clear reporting on progress allows for better communication, proper and timely distribution of incentives, and measuring successes and milestones. Communication This is the "golden thread" that runs through the entire practice of change management. Identifying, planning, onboarding, and executing a good change management plan is dependent on good communication. There are psychological and sociological realities inherent in group cultures. Those already involved have established skill sets, knowledge, and experiences.
But they also have pecking orders, territory, and corporate customs that need to be addressed. Providing clear and open lines of communication throughout the process is a critical element in all change modalities. The methods advocate transparency and two-way communication structures that provide avenues to vent frustrations, applaud what is working, and seamlessly change what doesn't work.
Monitor and Manage Resistance, Dependencies, and Budgeting Risks Resistance is a very normal part of change management, but it can threaten the success of a project. Most resistance occurs due to a fear of the unknown. It also occurs because there is a fair amount of risk associated with change — the risk of impacting dependencies, return on investment risks, and risks associated with allocating budget to something new.
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