Delivered May 16, 2016. ACMP 2016.

1. Tim Creasey, Prosci Chief Innovation Officer
May 16, 2016
Debunking the Buzz
How we may be building self-imposed traps and boundaries
that limit our ability to create positive change
1

2. “You Are Here”
How We Got Here
Debunking the Buzz
Converging and unifying
on our “why”
Agenda
2

3. “You Are Here”
How We Got Here
Debunking the Buzz
Converging and unifying
on our “why”
Agenda
3

4. “You Are Here”
What words would you
use to characterize
the state of
“change management”
on May 16, 2016?
4

5. 5
Word to characterize “state of CM”

6. “You Are Here”
What I see:
• Professionalization
• In demand
• Track record
• Confusion?
• Losing meaning?
6

7. “You Are Here”
How We Got Here
Debunking the Buzz
Converging and unifying
on our “why”
Agenda
7

8. Eras of CM
Pre-1990
1990s
2000s
?
Future
Changing landscape
Democratization
Self-limiting
barriers?
8

9. Richard
Beckhard
(1969)
Pre-1990 1990s 2000s Future
Arnold
Van Gennep
(1909)
Kurt
Lewin
(1951)
William
Bridges
(1979)
Foundations:
Understanding human
systems and how we
experience change
9

10. Change Acceleration Process (CAP)
On the radar:
Change management
enters the business
vernacular
Daryl
Conner
(1992)
Todd
Jick
(1993)
Jeanenne
LaMarsh
(1995)
John
Kotter
(1996)
Spencer
Johnson, M.D.
(1998)
Pre-1990 1990s 2000s Future
10

11. Formalization:
Evolution of structure
and rigor in
change management
Processes and tools
formalization of
Organizational functions
Positions and job roles
Pre-1990 1990s 2000s Future
11

12. Pre-1990 1990s 2000s Future
12

13. “You Are Here”
How We Got Here
Debunking the Buzz
Converging and unifying
on our “why”
Agenda
13

14. At first glance looks good…
14
Buzz #1
“If we just design solutions people will like,
then we don’t need change management”
Buzz #2
“If we just involve people, then we don’t
need change management”
Buzz #3
“If we just make change everyone’s job,
then we don’t need change management”
Buzz #4
“Since everything is changing, there is
never a future state anymore”
Buzz #5
“Change just happens organically and
therefore can’t be managed –
change management is an oxymoron”

15. … but creates self-imposed
boundaries that limit our potential
15

16. Buzz #1:
“If we just design solutions
people will like,
then we don’t need
change management”
16

17. “If we just design solutions we think people will
like, then we don’t need change management”
That liking the
solution is enough
for people to make a
successful change
Solutions
people like
are better
than those
they don’t
That everyone is
going to like the
solution
17

18. 18

19. We know that people need
much more than “liking” to change
David Rock
SCARF
Victoria Grady
Attachment
Heaths
Elephant
Prosci’s
ADKAR
19

20. Change, like life, is about tradeoffs
Nothing pleases everyone
20

21. Liking doesn’t mean the change will
deliver the results we need
21

22. Breaking the boundary to unlock our potential
Don’t forget to manage
the people side because
you are only focusing
on the “likability”
of the technical side
22

23. Buzz #2:
“If we just involve people,
then we don’t need
change management”
23

24. “If we just involve people, then we
don’t need change management”
That involvement
alone is enough to
enable individuals to
successfully change
Involving
people is
better than
not That involving
everyone who will be
impacted is possible
24

25. People need more than “involvement”
25
remember…

26. Size/complexity means crowdsourced
solutions aren’t always feasible
More
Cross
Functional
More
Complex
Change
Faster
Change
Bigger
Change
26

27. Breaking the boundary to unlock our potential
Don’t forget to manage the
people side because you
are focusing only on the
involvement in the
technical side
27

28. 28
Running into “like” or “involve” buzz 2x2

29. Buzz #3:
“If we just make change
everyone’s job, then we don’t
need change management”
29

30. 30
How often have you heard “everyone’s job”?

31. “If we just make change everyone’s job,
then we don’t need change management”
That we do not need
any CM structures if
everyone views
change as part
of their job
Organizations are
more agile if
everyone views
change as part of
their job
That it is easy to get
everyone good at
change
31

32. Change capability takes more than
chatter, want to and magic
32

33. “I’d like three orders of change
capability from page 145, please.”
33

34. Change capability is a journey
Where you are today
Where you want to be
How you’ll get there
34

35. Example: “safety as job 1”
• Image for safety –
– Analogy: not removing all supporting structure
(roles, departments, processes, policies, etc.) even
when “safety is job 1” becomes part of the culture
Analogy of safety
35

36. Subject Matter Expert
Maven
Enabler
Democratization
Architect
Equipper
Coach
Your role changes,
but it doesn’t go away
36

37. 37
Have you seen your role changing

38. Have you seen your role changing
(from doer to enabler)?
25%
32%
21%
11% 11%
0%
10%
20%
30%
Yes,
substantially
Yes, a bit Yes, slightly No, but I expect
it soon
No
* Data from Prosci webinar, Dec 9 & 10, 2015 – 247 respondents 38

39. Breaking the boundary to unlock our potential
Lean in to your new role
of shepherding change
capability; but don’t forget
that a change platform
takes expert CM
(not no CM)
39

40. Buzz #4:
“Since everything is changing,
there is never a
future state anymore”
40

41. “Since everything is changing,
there is never a future state anymore”
Because of this,
there are no more
future states
* especially at
the individual level
There is never a
time where nothing
is changing
(so never A SINGULAR
future state)
... at the
organizational level
41

42. Does this still make sense today?
Current Transition Future
42

43. But Tim, we aren’t doing
change anymore,
we are doing
transformation…
43

44. We don’t refreeze…
we live in slush
44

45. ?
45

46. C T F
C T F T F T F T F
C T F
T F
C T F C T F
C T F C T
C T F T F T FC
C T F
C T F C T F
T F C T
C T F
T F T FC
C T F
C T F T F T F T F T F
C T F C
C T F T F T FC
C T
C T
F
46

47. C T F
C T F T F T F T F
C T F
T F
C T F C T F
C T F C T
C T F T F T FC
C T F
C T F C T F
T F C T
C T F
T F T FC
C T F
C T F T F T F T F T F
C T F C
C T F T F T FC
C T
C T
FThere is never a
point in time
where we reach a set
“future state”
47

48. C T F
C T F T F T F T F
C T F
T F
C T F C T F
C T F C T
C T F T F T FC
C T F
C T F C T F
T F C T
C T F
T F T FC
C T F
C T F T F T F T F T F
C T F C
C T F T F T FC
C T
C T
F
Where you stand depends
on where you sit.
- Gail Severini
we
but that’s
the royal
48
There is never a
point in time
where we reach a set
“future state”

49. C T F
C T F T F T F T F
C T F
T F
C T F C T F
C T F C T
C T F T F T FC
C T F
C T F C T F
T F C T
C T F
T F T FC
C T F
C T F T F T F T F T F
C T F C
C T F T F T FC
C T
C T
F
49
What if we define “we”
as our team or “me”?

50. C T F
C T F T F T F T F
C T F
T F
C T
C T F T F T FC
C T F
T F C T
C T F T
C T F
C T F
“I’ve reached future states on two
projects last month, one last week and have
three more coming in the next month!”
50

51. Processes
Systems
Tools
Job
roles
Critical
behaviors
Mindset/
Attitudes/
Beliefs
Reporting
structure
Performance
reviews
Compensation
Location
Aspects of a
person’s job you
can impact
How does the
change impact
an individual’s
job?
These are
unique future
states your
change
requires 51

52. we
never reach a
future state
I
am reaching them
all the time!!!
F
F
F
F
F
F
52

53. Breaking the boundary to unlock our potential
Appreciate, honor and
support each individual
transition that occurs
within the slush of
organizational
transformation
53

54. Buzz #5:
“Change just happens
organically and therefore
can’t be managed –
CM is an oxymoron”
54

55. “Change just happens organically and therefore
can’t be managed – CM is an oxymoron”
That there is
nothing we can do
to help people
through a change
when it impacts
them
Change,
like sh#@,
does happen
55

56. 56

57. Change Control is an oxymoron;
Change Management is not…
Determine
100% certainty
Encouraging;
Nudging in a
predictable way
Management Control=
57

58. Principles
Foundations
Community
Research
Methodology
Processes
Tools
Body of Knowledge
Standards
Certification
58

59. 59
Lazy?

60. 60

61. Breaking the boundary to unlock our potential
Lead change!
You can do better than lazily
abdicating the role and
ignoring what you know!
Your organization, projects
and people need you!
61

62. “You Are Here”
How We Got Here
Debunking the Buzz
Converging and unifying
on our “why”
Agenda
62

63. 63
Capturing
people-
dependent
value
Crossing the
Requirements-
Results Gap
Adoption
contribution to
Project ROI
Supporting and
equipping
employees to
successfully
change
Individual
contribution to
successful
change
Core is
humanity –
the people
Converging
on our “why”

64. “You Are Here”
How We Got Here
Debunking the Buzz
Converging and unifying
on our “why”
Conclusion
64

65. Questions
65

66. Prosci Solution
Delivering organizational results by
catalyzing individual transitions
http://www.prosci.com | http://blog.prosci.com
changemanagement@prosci.com
Build individual change competencies
Apply change management on initiatives
Embed organizational change capability
http://www.prosci.com
solutions@prosci.com
66