HET 3-FASEN PROCES
Prosci Change Management Methodiek
Het Prosci 3-fasen proces verbindt individuele verandering aan organisatorische verandering en biedt een heldere structuur om veranderingen te plannen en door te voeren. Het proces wordt ondersteund door duidelijke, op onderzoek gebaseerde, en makkelijk te gebruiken tools.
HET MODEL
Individueel change management
Organisaties veranderen niet, mensen wel. Hoe groot een project ook is, het succes van dat project ligt uiteindelijk in de optelsom van elke medewerker – die geraakt wordt door de verandering – die zijn werk anders gaat doen.
Individueel change management betekent begrijpen hoe een individu succesvol het eigen veranderproces doorloopt. Het ADKAR-model helpt bij succesvolle verandering op individueel niveau door inzicht in welke bouwstenen nodig zijn en hoe elke medewerker in het veranderproces ondersteund kan worden.
DE DIFFERENTIATOR
Verbinden van individueel en organisatorisch verandermanagement
De connectie tussen individueel change management en organisatorisch change management is wat Prosci’s aanpak voor change management onderscheidt van andere methodieken. Talrijke modellen hebben betrekking op individuele verandering. En tal van modellen geven begeleiding en structuur aan de activiteiten op projectniveau voor de mensenkant van verandering.
De Prosci-methodiek integreert op een unieke manier change management gericht op het individu en de organisatie. Dit zorgt ervoor dat bedrijfsresultaten worden bereikt. Dit is de essentie van effectief change management en de Prosci-methodiek: richt de aanpak en activiteiten in het change management plan op individuen om de resultaten en succes voor de organisatie te bereiken.
HET 3-FASEN PROCES
Een structuur voor organisatieverandering
Prosci’s gestructureerde methodiek voor change management is opgebouwd in drie fasen die een project- of verandermanager kan toepassen in een project of veranderinitiatief. De methodiek omvat op onderzoek gebaseerde assessments en hulpmiddelen om elke fase te ondersteunen, evenals richtlijnen om de stappen zo uit te voeren dat ze het meeste resultaat en effect opleveren.
PHASE 1
Understanding Change as a Process
The first phase of the Prosci 3-Phase Process helps change and project teams prepare for designing their change management plans. It answers questions like:
- “How much change management does this project need?”
- “Who is impacted by this initiative and in what ways?”
The first phase provides the situational awareness that is critical for creating effective change management plans.
Mechanisms Preparing for Change
Change characteristics profile
Provides insight into the change at hand, its size, scope and impact.
Sponsor assessment, structure and roles
Identifies which leaders across the organization will need to act as sponsors of the change and how to get those leaders on board and actively sponsoring the change.
Organizational attributes profile
Gives a view of the organization and groups that are impacted and any specific attributes that may contribute to challenges when changing.
Impact assessment
Identifies the groups of individuals impacted by the change and in what ways, and any unique challenges you may face with this group in the project.
Change management team structure
Defines how many change management resources are needed and their organizational relationship to the project team and project sponsor.
Change management strategy
Based on the assessments in this phase, you can develop a strategy that scales the change management effort to align with the type and size of the change.
PHASE 2
Managing change
The second phase of the Prosci 3-Phase Process focuses on creating plans that will integrate with the project plan. These change management plans articulate the steps that you can take to support the individuals impacted by the project. Based on Prosci’s research, there are five plans needed to effectively support individuals moving through the ADKAR Model.
Mechanisms Preparing for Change
Communications Plan
Articulates key messages that need to go to various impacted audiences. It also accounts for who will send the messages and when.
Training Plan
Identifies who will need what training and when. The training plan should be timed to allow for awareness and desire building before employees are sent to training.
Sponsor Roadmap
Outlines the actions needed from the project’s primary sponsor and the coalition of sponsors across the business, with details on visibility, communications and more.
Coaching Plan
Outlines how you will engage with and equip managers and people leaders to lead the change with their individual teams.
Resistance Management Plan
Provides a strategy for anticipating areas of resistance, and then proactively and reactively addressing resistance, with specific activities targeted at potentially resistant groups.
PHASE 3
Reinforcing change
Equally critical but most often overlooked, the third phase of the Prosci 3-Phase Process helps you create specific action plans for ensuring that the change is sustained. In this phase, project and change teams develop mechanisms to measure how well the change is taking hold, see if employees are actually doing their jobs the new way, identify and correct gaps, and celebrate success.
Key Strategies for Reinforcing Change
Measuring changes in behavior
It is important to establish measures to see if people are actually doing their jobs in a new way. These measures will be unique to each project.
Individual and group recognition
It is important to recognize the hard work people have put into embracing change, and it is equally important to look for means of recognition that will resonate with the individuals.
Corrective action plans
It is important to remember the ADKAR Model in this phase to identify why people may not be embracing the change so you can take action to address the root cause of the gap.
Success celebrations
In addition to recognizing the achievements of individuals and groups who have effectively changed, it is important to publicly celebrate the hard work that went into getting to a new future state.
Reinforcement mechanisms
Though people may successfully change, they often revert to their old habits unless reinforcement mechanisms like continued compliance measuring, ongoing training and coaching are in place.
After-action review
Common in project management, an after-action review of the change management efforts helps to identify strengths and opportunities for improvement to drive more successful outcomes.
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