Resistance to change is normal and expected, but what if we could eliminate at least half of the resistance encountered on a change initiative?
Change Management – What, Why and How
The objective of the plans is to support impacted individuals and groups to move through their ADKAR journeys effectively and enable them to adopt and use a change. Practitioners develop change management plans during Phase 2 of the Prosci 3-Phase Process.
Change Management on a Page
Results and outcomes from workplace changes are inextricably tied to individual employees doing their jobs differently. When you apply change management to projects and initiatives, you enable employees to adopt changes more effectively, which helps you realize the business objectives you set out to achieve. Change management is about helping the people at the heart of those changes, bridging the gaps between project solutions and results through our collective efforts as change leaders.
The Core of Prosci is Research. The combination of curiosity and end user research is the foundation of Prosci. This article explores how Prosci has built the largest body of knowledge on managing the people side of change to deliver organizational results.
People managers play a critical role in times of change. Learn how these people managers impact the outcome of a change management strategy.
If you’ve ever looked for a short video that answers “What is Change Management?” in a value-focused and results-oriented way. Who might you share it with: sponsors, senior leaders, project teams, Agile coaches, communication specialists, OD consultants, friends who don’t understand your job, etc. How might you distribute it: add to a newsletters, drop in emails, show in a meeting, feature in a training, send in a text, etc.
The logic is sound: projects and initiatives ultimately require individuals to do their jobs differently. The correlation data is clear (from Prosci and other sources): the likelihood of success increases with effective change management. However, organizations still seem to encounter …