1. The document discusses the 4+1 model of change management which includes establishing a sense of urgency, developing a shared vision, empowering others to act on the vision, generating short-term wins, and consolidating gains. 2. It emphasizes that communicators play an important role as change agents by establishing the need for change, contributing to the change team, consolidating gains, and communicating and engaging others. 3. Effective tools and channels for change agents include common channels like town halls and emails as well as less common channels like social media, video, and customized survey tools to constantly, continuously, and consistently communicate the right information to the right

1. COMMUNICATORS as
AGENTS
enabling and engaging the organization
Linda Ld Jacobson, APR

2. ARRIVING AT Change MANAGEMENT
2

3. EXPLORE today
• The 4 + 1 of change management
• Status of change management efforts
• Understand learning and enable change
• Communicators as change agents
• Tools for change
• Lessons learned about change communications
3

4. THE 4 + 1 OF Change
MANAGEMENT
What?
A structured
approach for
transitioning
individuals and
organizations
from a current
state to a
desired state
4

5. THE 4 + 1 OF Change
MANAGEMENT
Why?
- Mission
changes
- Operational
changes
- Technological
changes
- Attitudinal
changes
- Legislative
mandates
Image credit: Mission Impossible 4: Ghost Protocol, www.missionimpossible.com/gallery 5

6. THE 4 + 1 OF Change
MANAGEMENT
Who?
- Executive
leadership
- Project team
- OCM team
- Change
sponsors
- Change agents
- Change targets
Image credit: Disney trailer from Toy Story 3 6

7. THE 4 + 1 OF Change
MANAGEMENT
When?
Determine if
the changes are
complex
enough to
require a
structured
approach to
implementa-
tion.
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8. THE 4 + 1 OF Change
MANAGEMENT
How?
Effective use of
change levers:
- Leadership
- Involvement
- Communication
- Training
- Measurement
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9. STATE OF Change MANAGEMENT
• Change management initiatives are costly.
• According to Dr. John Kotter, 70 percent of
CM projects fail.
– Leading cause of failure is people issues
primarily hampered by a lack of communication
or absence of enablement.*
 Lack of commitment and follow through by senior
executives
 Defective project management skills among middle
managers
 Lack of training and confusion among frontline
employees.
Sept. 12, 1981
Nebraska fails to stop Iowa * The Common Project Success Denominator Study, McKinsey 9

10. STATE OF Change MANAGEMENT
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11. STATE OF Change MANAGEMENT
Employees unsatisfied 39 percent
Executives unsatisfied 32 percent
Operational disruption at Go-Live 40 percent
Failure to realize some benefits 22 percent
Failure to realize 50 percent + benefits 41 percent
0 5 10 15 20 25 30 35 40 45
The Common Project Success Denominator Study, McKinsey
Image credit: The Why, What, How of Change Management, Parask Aushik
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12. STATE OF Change MANAGEMENT
Organizational benefit:
• Potentially achieve ROI of 143
percent when an excellent
OCM program is part of the
change initiative
• ROI drops to 35 percent when
there is a poor OCM program
or no program.
Success factors:
• Senior | middle managers and
frontline employees are all
involved.
• Everyone’s responsibilities
are clear and clearly
communicated.
• Reasons for the project are
understood and accepted
throughout the organization.
• Continuous and targeted
communication is executed.
• The approach was planned
and organized. 12

13. UNDERSTAND Learning
“Never tell people how
to do things. Tell them
what to do, and they
will surprise you with
their ingenuity.”
– General George S. Patton
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14. UNDERSTAND Learning
“I once read that
people are normally
productive for about
5-7 hours in an
Performance
eight-hour business
day. But any time a
change of control
takes place, their
productivity falls to
less than an hour. “
- Dennis Kozlowski
CEO Tyco International
Time
The learning dip
Making sense of change management: A complete guide to the models, tools & techniques of organization change, 2nd ed. 14

15. UNDERSTAND Learning
1. Denial 3. Exploration
Internal
Behavior
External
2. Resistance 4. Commitment
Time
Personal change model
Model by RapidBI 15

16. ENABLING Change
Incorporate the changes into the culture.
Consolidate and build on the gains.
Generate short term wins.
Empower people to act on the vision.
Communicate the vision for buy-in.
Develop a clear shared vision.
Create the guiding coalition.
Establish a sense of urgency.
Model by Professor John P. Kotter 16

17. ENABLING Change
Focus on the 50 percent
who are neutral. They
represent the tipping point.
Making Change Work: Practical Tools for Overcoming Human Resistance to Change, Brien Palmer 17

18. ENABLING Change
Relentlessly communicate. And then do it again. And again.
– Always answer the question: Where and how will change create pain or
loss in the organization?
– Identify change targets who have something to lose and anticipate how
they will respond.
– Communicate the “why” of change. Explain the urgency of moving away
from established routines or arrangement.
– Emphasize the benefits of change (i.e., job security, cost, higher pay).
– Involve resisters in the change-management effort.
– Explain the criteria for success and how it will be measured.
– Explain how people will be rewarded for success. Strategically tie
rewards to change objectives. Then communicate wins during the
change-management initiative.
– Ensure two-way communication. 18

19. TRAITS OF Change AGENTS
Data collector
Strategic catalyst Influential thought advisor
Not tied to the status quo Dot connector
Change Agents
Empathetic Educator
Consensus builder Marathoner
Problem solver
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20. COMMUNICATORS AS Change
AGENTS
Establishing Contributing
the need for to the change
change team
Creating
Consolidating
vision and
gains
values
Strategic Communicators
Noticing
Communicating
improvements and
and engaging
energizing
Empowering
others
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21. COMMUNICATORS AS Change
AGENTS
3 STEROIDS
1. The right information
needs to get to the right
people at the right time.
2. Communicate
constantly, continuously
and consistently.
3. Be innovative but strategic
in your communications.
Image credit: www.vectorvilla.com 21

22. TOOLS FOR Change AGENTS
Tell the change-management story effectively.
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23. TOOLS FOR Change AGENTS
• Common channels and
vehicles:
– Company town halls
– Print | Electronic
communications
– Team briefings |
presentations
– E-mails
– Conference calls
– Employee | customer
focus groups
– Surveys
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24. TOOLS FOR Change AGENTS
• Uncommon channels
and vehicles:
– Additional intranet or
extranet sites
– WebEx | Skype meetings
– Report templates
– Social media
– Confidential help lines
– Notices
– Formal Q & A sessions
– Custom survey tools
– Video
– TV | digital signage
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25. Change AGENT IN ACTION
– Be ready to stretch – in every direction.
– Be ready with a robust but efficient
approval process for communications.
– Be prepared to educate constantly about:
 The change
 The process
 The tools and channels for communicating
– Establish and maintain key relationships
with the program lead and the OCM lead.
– Be relentless in communications, but be
strategic. Change-management
communications are iterative.
Communicate, measure, adjust if
necessary, and then communicate again.
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PTC Communications Approval Process

26. Change MANAGEMENT RESOURCES
• Managing Change and Transition: 7 Practical Strategies to Help
You Lead During Turbulent Times (Boston: Harvard Business
School Press, 2003), Harvard Business Essentials
• Esther Cameron and Mike Green, Making Sense of Change
Management: A complete guide to the models, tools &
techniques of organizational change 2nd edition
(Philadelphia, Kogan Page, 2009)
• Dan S. Cohen, The Heart of Change Field Guide: Tools and tactics
for leading change in your organization (Boston: Harvard
Business School Press, 2005)
• John P. Kotter, Leading Change (Boston: Harvard Business School
Press, 1996)
• http://www.kotterinternational.com
• http://www.change-management.com/
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27. Change MANAGEMENT QUESTIONS
Linda Ld Jacobson, APR
ljacobson@quepr.com
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