By Stephen Alfano
Undoubtedly, 2017 will usher in both expected and unexpected change. If you happen to be an organizational change management (OCM) and communications consultant, like me, embracing change is both a life philosophy and a business strategy. In my world, change management is resolution and revolution all rolled up into one. For some people, though, managing change may not be so easy. When faced with impending change, the only rational way to reach your goals and objectives is to embrace that change.
To help you prepare for change both this year and in the future, I am sharing with you three proven approaches to embracing change. Any of these approaches should help you—and your clients, colleagues, and teammates—stay in sync during times of change:
The Prosci ADKAR® Model
- Awareness of the business reasons for change. Awareness is a goal/outcome of early communications related to organizational change.
- Desire to engage and participate in the change. Desire is a goal/outcome of sponsorship and resistance management.
- Knowledge about how to change. Knowledge is a goal/outcome of training and coaching.
- Ability to realize or implement the change at the required performance level. Ability is a goal/outcome of additional coaching, practice and time.
- Reinforcement to ensure change sticks. Reinforcement is a goal/outcome of adoption measurement, corrective actions and recognition of successful change.”
For more information on the Prosci ADKAR® Model, visit www.prosci.com
Prosci and ADKAR are trademarks of Prosci, Inc., registered in the US and other countries
© Prosci Inc. All rights reserved.
The Dale Carnegie Training Change Model
Step 1: Establish a Motivation for Change
Step 2: Analyze the Situation
Step 3: Plan the Direction
Step 4: Implement the Change
Step 5: Review the Direction
Step 6: Adopt or Adjust
For more information on the Dale Carnegie Training Change Model, visit http://www.dalecarnegie.com/
Copyright © 2011 Dale Carnegie & Associates, Inc. All rights reserved.
Kotter’s 8-Step Process for Leading Change
Step 1: Create a Sense of Urgency … Craft and use a significant opportunity as a means for exciting people to sign up to change their organization.
Step 2: Build a Guiding Coalition … Assemble a group with the power and energy to lead and support a collaborative change effort.
Step 3: Form a Strategic Vision and Initiatives … Shape a vision to help steer the change effort and develop strategic initiatives to achieve that vision.
Step 4: Enlist a Volunteer Army … Raise a large force of people who are ready, willing and urgent to drive change.
Step 5: Enable Action by Removing Barriers … Remove obstacles to change, change systems or structures that pose threats to the achievement of the vision.
Step 6: Generate Short-Term Wins … Consistently produce, track, evaluate, and celebrate volumes of small and large accomplishments – and correlate them to results.
Step 7: Sustain Acceleration … Use increasing credibility to change systems, structures, and policies that don’t align with the vision; hire, promote and develop employees who can implement the vision; reinvigorate the process with new projects, themes and volunteers.
Step 8: Institute Change … Articulate the connections between the new behaviors and organizational success, and develop the means to ensure leadership development and succession.
For more information on the Kotter’s 8-Step Process for Leading Change, visit http://www.kotterinternational.com/the-8-step-process-for-leading-change/
©Copyright 2017 Kotter International
In spite of the transitions and disruptions that you may face, change can be managed effectively, if not relatively painlessly. Take a look at these three change management approaches to determine which one may work best for you. And, be sure to share your favorite change management best practices in the comments!
About the Author: Stephen Alfano is an Organizational Development Consultant and Communications Expert. He has over 25 years of experience leading and managing internal and external marketing initiatives for both private and government sector clients. His résumé includes providing both new business and business process improvement services to Apple, American Express, AT&T, California Department of Transportation, Chevron, Entergy, Levi Strauss & Co., Louisiana Office of Tourism, Mattel, Microsoft, Novell, SONY, Sutter Health, and Wells Fargo. Stephen currently works as an Executive Consultant with KAI Partners, Inc., providing change management and communications expertise and support services to California State Departments and nonprofit organizations.
What about Scharmer’s Theory U? works much better, but needs more mature facilitators!
Great idea, Michael! We have an employee who has done some work with Theory U–a future blog post may be brewing on this topic.
I have consolidated these models into the trademarked PSOCM or Public/Private-Sector Organizational Change Management 10-Step Model. It’s on the web at http://www.psocm.org. I have been developing this as part of my doctoral studies at Washington State University.