5. Defining Change
The Change Continuum
Incremental (Adaptive) Change:
Most change is incremental as it:
• Does not disrupt past patterns
• Is an extension of what was done
before
• Allows us to feel as if we are in
control
Deep (Radical) Change:
• Involves new ways of thinking
and behaving
• Is major in scope
• Is discontinuous with the past
• Involves taking risks
Adaptive
Change
Innovative
Change
Radical
Change
Degree of complexity, cost, and uncertainty
Potential for resistance to change
LOW HIGH
7. Exercise
Your Pre-Work:
– Reflect on your change experiences
in the past -both successful and
unsuccessful.
• What types of things helped the
change process?
• What types of things hurt the change
process?
• Reflect on and develop a list of key
factors that differentiated the
successful changes from the
unsuccessful ones.
– In your team: (15 minutes)
• Share your personal list of key factors
and some of the experiences to
support them.
• Develop a shared list of 3 to 5 key
factors that seem to consistently
produce successful changes.
• Be prepared to share your results…
What types of
things helped
the change?
What types of
things hurt
the change?
8. What We Know about Change Initiatives…
66% of change initiatives fail to achieve desired outcomes
– Harvard Business Review
57% of organizations experience a decline in workforce
productivity during change management initiatives
– Research by Accenture
60% to
70%
of projects fail to deliver on the benefits in the business
case due to a lack of change management
– KPMG research
80%
9. Research Finding
• The #1 obstacle to success for major change
initiatives is:
– Employee resistance & the ineffective
management of the people side of change
Prosci 2008
10. The People Side of Change…..
“No organization can institute change if its employees will
not...accept the change. No change will ‘work’ if employees don’t
help in the effort. And change is not possible without people
changing themselves.
Any organization that believes change can take hold without
considering how people will react to it is in deep delusion.
Change can be ‘managed’ externally by those who decide when it is
needed and how it ‘should’ be implemented. But it will be
implemented only when employees accept change- and the specific
change-internally.”
Todd D. Jick’s “The Recipients of Change” , p.300 , Copyright 1990 by the President and Fellows of Harvard College. Harvard Business
School case 9-491-039
11. The People Side of Change
What is the impact on the individual?
12. Lewin’s Force Field
Present
State/Condition
Transition
Phase
Desired
State/Condition
Unfreezing old
attitudes
Introducing the
change
Re-freezing
attitudes around
the new approach
The old ways are
no longer
appropriate and
change is needed
Select an
appropriate and
promising
approach
Driving Forces
>/</=
Restraining
Forces
The new approach
is implemented and
it becomes
established
14. Crisis Opportunity
Awareness
Resistance/Anger
Pleading/Bargaining/Negotiating
Check out / Leave the organization
Exploration/ Resignation
Building
Kubler-Ross Grieving Cycle/ Phases of Change
Acceptance
Shock/Denial
They aren’t really going to go
through with it?
What a waste of time and
money!
If they want me to do that fine
but I won’t have time to get on
with my other duties!
This is how it is and things are
okay
This really is happening and
there is nothing I can do about
it…so what are my options?
This new set up is better than
the old – I can make this work
for me!
Pulse Check!
15. Transition is an Iceberg!
Ending Neutral Zone
New
Beginning
TipoftheIceberg
• Focus on past
• Cling to status quo
• Mourning
• Resistance
• Non-acceptance
• Lower productivity
• Decline in trust, loyalty
• Communication mix-ups
• Increased conflict
• Breakdown of teamwork
• Control seeking
• Increased absence
• Focus on future
• New vision
• New values
• New behaviors
• Return to teamwork
• Structure & stability
Beneaththe
Surface
Responses associated
with LOSS & GRIEF:
– Denial/Disbelief
– Anger
– Anxiety
– Sadness
– Acceptance
Reactions associated
with STRESS:
– Physical
– Mental, Emotional
– Behavioral
Reactions associated
with FUTURE:
– Relief
– Renewed energy
– Optimism
16. During Change, a Person Experiences Loss
• Loss of security
• Loss of relationships with co-workers and managers
• Loss of familiar environments
• Loss of knowledge, expertise, and comfort in jobs
• Loss of control, predictability, and structure
• Loss of power, influence, and territory
• Loss of confidence in an anticipated future
*Leaders acknowledge this loss & help guide your people
through it. Loss leads to resistance to change!
17. During Change, a Person Experiences…
Stage 1: Resistance-
Recognition of the situation
and preparing to resist
Stage 2: Compliance-
Coping with the situation,
frustration, pain
Stage 3: Transition-
Practicing the skills/action
required, doing, applying
Stage 4: Commitment-
Integrating and mastering
the new skill/behaviour
Stage 5: Acceptance -
Invigoration, renewal, and
feeling of accomplishment
Pulse Check!
22. ADKAR Model
Awareness of the need for change
Desire to support and participate in the change
Knowledge of how to change
Ability to implement new skills and behaviours
Reinforcement to sustain the change
24. WORLD CAFÉ
GROUP EXERCISE
• The first building block element of ADKAR
that you scored at ‘3’ or below is your
barrier to change- start here!
• Find the appropriate A-D-K-A-R group
and develop specific ways to overcome
your barriers. To guide you, use the tips in
your workbook (pp. 14-18) on:
– Building Awareness
– Creating Desire
– Developing Knowledge
– Fostering Ability
– Reinforcing Change
(15 minutes)
*(feel free to rotate from group to group
to add/gain some great insight!)
DEVELOPING YOUR CHANGE
MANAGEMENT PLAN
26. Skills of A Change Leader
“(T)echniques that facilitate change within
organizations-creating listening posts, opening
lines of communication, articulating a set of
explicit, shared goals, building coalitions,
acknowledging others-are key to creating
effective partnerships and sustaining high
performance, not just to managing change. They
build the trust and communication necessary to
succeed…”
“The Enduring Skills of Change Leaders”, p.433
Copyright 2002 by Rosabeth Moss Kanter, (Harvard Business School Press, 2001).
27. “Transformation is impossible unless hundreds
or thousands of people are willing to help,
often to the point of making short-term
sacrifices. Employees will not make sacrifices,
even if they are unhappy with the status quo,
unless they believe that useful change is
possible.”
John P. Kotter
Leading Change: Why Transformation Efforts Fail
29. 1. Create a Sense of Urgency (Awareness)
(Desire)
2. Form a Powerful Guiding Coalition
(Awareness)(Desire)
3. Create a Vision (Awareness) (Desire)
4. Communicate that Vision (Awareness)
(Knowledge)
5. Empower Others to act on the Vision
(Desire)(Ability)
6. Plan for & Create Short-Term Wins (Ability)
(Reinforcement)
7. Consolidate Improvements and Build
Momentum to tackle tougher change (Ability)
and
8. Anchor the ‘New Way’ in the organizational
culture (Reinforcement)
Eight Steps to Lead Change (ADKAR)
DISCUSSION:
What does this look like @ Organization X ?
31. WORLD CAFÉ
GROUP EXERCISE
• The first building block element of
ADKAR that you scored at ‘3’ or
below is your teammate’s barrier to
change- start here!
• Find the appropriate ‘Kotter 8 Steps
(ADKAR)’ group and develop specific
ways to lead your teammate through
his/her barriers to change.
• (20 minutes)
*(feel free to rotate from group to
group to add/gain some great
insight!)
DEVELOPING YOUR CHANGE
LEADERSHIP PLAN
32. Change Leadership Templates
• Change Impact Analysis Templates:
– Communication Plan
– Sponsor Roadmap & Assessment
– Coaching Plan
– Training Plan
– Resistance Management Plan
* These templates are available at…..
33. For further Change Management Support:
– Register for free bi-weekly
white papers and tutorials at
www.change-management.com
