ORGANIZATIONAL CHANGE AND COMMUNICATION: A Necessary Relationship A Software Release Story of Woe Brief Overview of Prosci Change Management A Simple OCM Checklist SOFTWARE RELEASE STORY OF WOE Real SAP Implementation Constrained budget Solution!!
Reduce OCM Communication to a few training sessions! 2 FIRST OF THREE DEPLOYMENTS READY! Completed checklist: 3 The rollout schedule has been compiled.
New users were notified. Team members had a list of tasks to perform. Sponsors were in the know. SHUT DOWN SYSTEM/GET TO WORK Hey! Who communicated this change to existing users? 4 Project Manager to the Rescue! Light a fire under team
Team gets message out at last minute 5 The Next Day.. Call Center phone rings off the hook People struggle to make sense of changes in their software computer screens Increased workload Lost productivity Employee frustration 6
Root Cause? OCM was eliminated due to budget constraints Per Prosci 2009 benchmark: Effective Communication was cited as the number two contributor to success. Solution: A simple OCM Checklist of important communication elements 7 BRIEF OVERVIEW OF PROSCI OCM World leader in change management
best practices and research Ongoing statistical analysis Maturity Model Proprietary Methodology Toolkit Training Methodology widely used for managing the people side of change in
corporations and government. 8 Proscis PCT Model (Project Change Triangle) Leadership / sponsorship provides guidance and governance Project Management gives structure to the technical side of the
change Change Management Prosci PCT Model supports the people side of the change All three elements must be present for project success 9 The organizations future state is actually the collection of many individual future states Individuals Organization Current
Transition Future Current Transition Future Current Transition Future
Current Transition Future Current Transition Future Future
Documented and managed processes One integrated database Specialists in the call center Supplier website integrated into supply chain Merged organization 10 ADKAR MODEL AWARENESS DESIRE KNOWLEDGE ABILITY RE-INFORCEMENT
IMPERSONAL HELP!! PERSONAL MEMOS NEWSLETTERS SOCIAL MEDIA OCM COMMUNICATION CHECKLIST
Impacted groups have been segmented The why for this change is thoroughly developed Spokesperson(s) preferred sender(s) identified Messages customized to each segment Two-way communication in place (face-to-face desired) Employee Feedback set up in safe, unthreatening environment Message from both leadership and immediate supervisors 13
Impacted groups have been segmented Specific, unique audiences are identified Tailor your message for various audiences Action required by these stakeholders may vary greatly 14 The why for this change is thoroughly developed To motivate stakeholders to change Clearly articulate from their perspective
Begin with benefits of change Include risk of not changing Impact to business Impact to employee WIIFM of audience drives content of message 15 Spokesperson(s) preferred sender(s) identified Must be motivated to support the change Someone the intended audience will listen to Consider the message Executive Level: Business message, acquisition, mergers
Functional manager/supervisor directly responsible for performance reviews: WIIFM 16 Messages customized to each segment Messages have been customized or adapted for each segmented group Designed to meet their specific needs Clearly articulated the 5Ws (Who, What, Why, When, Where + How) Each segment addresses the WIIFM
17 Two -way communication in place (face-to-face is ideal ) According to A. Barbour, author of Louder Than Words: Nonverbal Communication, the total impact of a message breaks down like this: 7 percent verbal (words) 38 percent vocal (volume, pitch, rhythm, etc) 55 percent body movements (mostly facial expressions) 18 Two -way communication in place
(continued) Electronic feedback (blogs, emails, etc) insufficient (Impersonal) Use face-to-face risk free environment to improve communication (Personal) Examples for successful message delivery: Working group sessions Presentations One-on-one discussions 19 Employee Feedback set up in safe, unthreatening environment
Make available throughout the change Employees need opportunity to give feedback Effective strategy for Minimizing non-compliance or Malicious compliance Surfacing issues in time to resolve without serious impact Giving employees a sense of influence and ownership in the outcome 20 Message from both leadership and immediate supervisors Employees hear same message From person they view as in charge Immediate supervisor
Key message consistent across organization Message supports the Vision, Mission, Objectives of the organization Visibly supported by Executive Management and Executive Sponsor. 21 OCM LEADERSHIP/SPONSORSHIP TEAM PROJECT/PROGRAM SUPERVISORS SPONSOR
Your Project/Program/Change (OCM) EXECUTIVE MANAGEMENT 22 MANAGERS
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