Effective Solutions Through Partnership

Category Archives: Prosci

Reinforce and Reward for Change Management Success [INFOGRAPHIC]

Best Practices, Employee Engagement, Organizational Change Management (OCM), Project Management, Prosci, Sacramento, Team Building, VUCA

By Debbie Blagsvedt, CSM, LSSGB

It’s 6:30am, the alarm goes off, and I roll out of bed, jump in a hot shower, feed Emmett (a 48-pound cocker spaniel needs his breakfast), get ready, drive to work, and drive home. Next morning, repeat.

Sound familiar? Routines bring comfort and a sense of control in our lives in a volatile, uncertain, chaotic, and ambiguous world. Remember, VUCA? Humans are creatures of habit and we like to stay in our comfort zones.

As a change management professional, I’m supposed to embrace change. Honestly, I kind of like change, but I have to say, I’m often looked at with scorn even by some of my fellow change management peers.

What’s the real reason we want to stay in our comfort zones? One reason is that we are often not rewarded for going outside of them. This can be true at work, as well—a new change initiative occurs, and once staff is trained and the change is implemented, everyone moves onto the next project.

Oftentimes, mechanisms for sustaining the change aren’t built into the equation and don’t get established.

For a change initiative to have the most success, leaders should reward staff frequently in order to reinforce the new behavior.

So, how can you create mechanisms to sustain change by reinforcing and rewarding behavior? Take a look at our infographic for some ideas!

How to Promote User Adoption Success [INFOGRAPHIC]

ADKAR, Communications, Employee Engagement, Infographic, Organizational Change Management (OCM), Project Management, Prosci, Sacramento, Training, User Adoption

At the heart of any project is people. If you want to make sure your project is implemented successfully, you should have a complimentary OCM initiative that focuses on the people (users!) and setting them up for success.

One way to do this is by following KAI Partners’ user adoption approach. Take a look at this infographic for tips to help ensure user adoption on your next project!

3 Ways to Build Trust on a Change Management Initiative

ADKAR, Best Practices, Communications, Digital Transformation, IT Modernization, Organizational Change Management (OCM), Project Management, Project Management Professional (PMP), Prosci, Sacramento

By Denise Larcade, CSM, CSPO, LSSGB, Prosci

When working for a client as an Organizational Change Management (OCM) practitioner, you sometimes also wear your Project Management hat. Your Project Management hat ensures the change is addressed from a technical aspect. Your OCM hat helps you address the impact of that technical change on people.

I recently had an opportunity to implement a new program within our internal organization. During this assignment, I assumed both the role of project manager and change manager. Wearing both hats and switching between hats proved to be important to a successful implementation.

At the end of the implementation, I took a look at the project and asked myself a few key questions to help me improve for future projects:

  1. Did I miss an opportunity to take off the Project Management hat and put on the OCM hat?
  2. Did I switch hats often enough?

I know from my change management experience that bolting change on the end of a project is not the way to handle change. I also know that these three key elements are needed to ensure success:

  1. Technical expertise
  2. Change agent implementation experience
  3. Change agent with good relationships

While all three of these are important, it’s the establishment of good relationships that can truly make or break a successful implementation. This is where taking off the Project Management hat and putting on the OCM hat is important.

Contrary to what some may think, a “good relationship” does not mean simply meeting or knowing the people you are working with. You must have trust and credibility, as well.

Here are some ways to build trust and credibility:

  1. Executive support and sponsorship – a sponsor or leader can aid in communicating and building the trust and credibility of a change agent.
  2. Foster your relationships – show competence, be genuine and sincere; be accountable, honest, and respectful.
  3. Earn it – trust and credibility are earned, so start developing the right type of relationships early in the project to allow time to earn trust.

I always welcome an opportunity to grow and learn new ways of doing my job better. My recent project surprised me in a lot of ways—most importantly, by reminding me that OCM success often means switching hats frequently to make sure all aspects of the project are run effectively.

About Denise: Denise Larcade is an Organizational Development Consultant and Merger and Acquisitions Expert. She is a Certified ScrumMaster, Certified Scrum Product Owner, Lean Six Sigma Green Belt, and is Prosci certified. She has over 25 years of experience in training, development, and leading companies through organizational change management. Denise has worked in corporate retail, technology, and government healthcare and most recently has experience with large-scale implementations nationwide. She currently works as an Executive Consultant with KAI Partners, Inc., providing client support to KAI Partners’ state clients. Denise grew up in the Silicon Valley and relocated to Utah and Idaho before recently returning to her native California roots.

KAI Partners’ Agile Services [INFOGRAPHIC]

ADKAR, Agile, Certified Scrum Product Owner (CSPO), Certified ScrumMaster (CSM), Continuous Improvement, Corporate Training, Digital Transformation, Infographic, Innovation, IT Modernization, KAI Partners, KAIP Academy, Learning, Organizational Change Management (OCM), Project Management, Project Management Professional (PMP), Prosci, Public Sector, Sacramento, Scrum, Technology, Training, Waterfall

Did you know KAI Partners provides comprehensive Agile services? Check out this infographic to see what Agile is, why your organization should think about going Agile, and how KAI Partners can help.

Why Change Management and Training are Critical in IT Modernization Projects

Communications, Employee Engagement, Government, IT Modernization, Organizational Change Management (OCM), Project Management, Project Management Professional (PMP), Prosci, Sacramento, Team Building, Training

By Tim Townsend

State and local governments in California face long-term cost pressures. Because of these fiscal constraints, government agencies are staring at a new reality of providing the same level of services with fewer resources.

So, how will government agencies respond to this challenge? Like their private sector counterparts, embracing new technology to increase productivity is crucial.

However, simply adding new technology for the sake of adding it is not enough on its own to increase efficiency. That’s where things like organizational change management and training come into play. Unfortunately, this important part of the equation often is not given the attention it deserves.

It’s not enough to just drop a new tool in a department and walk away. Employees should understand the need for it, how it can support them to do their job better, and, most importantly, be thoroughly trained to use it (especially if they have been doing something a certain way for a long time).

I saw many examples of this while working in the State Legislature, which, like many government organizations, is looking to incorporate new technology. However, when a tool did become available, the challenge was always getting employees to embrace it.

One project that particularly showed this challenge in action was an effort to create a new automated system to streamline making vote recommendations. This technology tool created for Legislative offices was extremely helpful and had the potential to save a lot of time if used correctly. It eliminated the need to print hundreds of pages of analyses and manually transcribe vote recommendations when preparing for Floor Sessions where large numbers of bills would be voted on. Prior to the creation of this tool, it would sometimes take up to eight hours to print and fill in the packets of information that Legislators relied on when it came time to vote.

Despite the potential to save time and free up resources to work on other things, few Legislative offices changed their internal processes to use it. Why? Because the organizational culture hadn’t yet adapted to the technology. Many preferred their old systems because it was what they knew. There were certainly efforts made to train all employees on how to use it, but it never got the traction that the technology deserved.

This same story can be seen in countless other IT projects in both the private and public sector. That’s why KAI Partners offers organizational change management and training as a component of our IT modernization project services.

People, process, and technology need to work together to achieve the desired results. This upfront investment into employees pays huge dividends down the road when technology delivers on its promises to save time and money. As I saw while working in the Legislature, the greatest technological tool is only as useful as how excited and willing people are to use it.

KAI Partners strongly values investing in organizational change and training for employees so they can make technology work for them and support their needs, not the other way around. As state and local governments across California look to technology for solutions on how to continue offering the public services with less funding, choosing the right approach on IT projects will be the determinant of success or failure.

About the Author: Tim Townsend is an Associate Consultant for KAI Partners and a communications specialist with on IT project developments. Prior to joining the company, he was a Chief of Staff in the California State Legislature, where he worked for eight years. He enjoys snowboarding with his wife and is a parent to two rescue dogs.

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