change fatigue prosci community of practice webinar june 23 2016
TRANSCRIPT
Change Community of Practice Webinars
Change Fatigue: Causes and Cures
Presented by Catherine Smithson June 2016
Introducing Being Human • Founded in 1993 • Our mission: develop change-capable people and organisations so they achieve the benefits of change.
• 10th anniversary as Prosci’s Primary Affiliate in Australia and New Zealand.
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Agenda
• Why we need to address change fatigue
• Best practices update • Recognise the symptoms • Understand the causes • Reduce the risks • Your experiences?
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Why we need to address Change Fatigue 1. Impact on people – physical
and mental health 2. Impact on organisation’s
ability to attract and retain quality people
3. Lasting impact on employee engagement and readiness for change
4. Impact on results and benefits of change initiatives
5. Impact on organisational results or even survival
6. A barrier to creating a change ready, agile organisation
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Research update Prosci 2016 Best Practices in Change Management Benchmarking Report
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37% of participants indicated saturation was concentrated in localised
areas within the organisation and
Information Technology (IT) was the most saturated area.
About 42% of participants, an increase of 10% from 2014, said they actively manage
the portfolio of change, but about 45% do not
Industries above the global average include: • Insurance • Health Care • Government – Fed • Consumer Goods
Manufacturing • Telecommunications • Utilities • Education Services • Information Services • Banking Australia/New Zealand
(83%) and United States (82%) were above the
global average for being near or at the point of
change saturation Still only 20% of
participants said there was a high level of
interest in managing the change portfolio
78% of participants identified being near or
past the point of saturation, up from 77% in 2014 and 73% in 2012
Quotable quotes
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“We’ve had wave after wave of change for years now... our people
are asking when things will get back to normal”.
“Our managers are saying there are too many number one priorities and they don’t
know what’s important”.
“Our project teams can’t get the right SMEs to contribute, people don’t want any more work on top
of their day job”.
“The volume of change around here is always
mentioned in exit interviews with staff who
have resigned”.
“On the one hand we invest heavily in building employee engagement but on the other hand we
undo the good work with creating change fatigue.”
Recognise the symptoms – individual level
• Employees, managers, executives can become: • disengaged • frustrated • fatigued • resistant • confused • cynical and skeptical
• All stages of the ADKAR® process of change are impacted
9 Source: Prosci Tutorial “Change saturation and the importance of establishing
and managing the portfolio of change” http://www.change-management.com/tutorial-saturation-white-paper.htm
Focus on the change professional • We can burn out too! • Can you recognise your own
change fatigue? • Working harder/longer but
achieving less • Frustration with individuals
and the organisation • Taking on other people’s roles
to fill gap • Style changes from coaching/
facilitation to lecturing and debating/standing on soapbox
• How do you care for yourself? 10
Recognise the symptoms – project level • Change initiatives do not
realise benefits • Lack of resources made
available to project teams from the business e.g. SMEs
• Delays, budget overruns, rework
• Project team staff turnover • Changes are not sustained • Others?
11 Source: Prosci Tutorial “Change saturation and the importance of establishing
and managing the portfolio of change” http://www.change-management.com/tutorial-saturation-white-paper.htm
Recognise the symptoms - organisational level
• Employee absenteeism • Loss of valued employees/
managers/executives/project teams
• Difficulty recruiting talent – employment brand impacted
• Low employee engagement
• Strategies and business objectives are not achieved/partially achieved
• Others? 12
Cause 1: Too much change • “We don’t even know how
many changes we have underway”
• The 101 Priorities Syndrome • Lack of meaningful
prioritisation • Changes not sequenced
effectively to balance the load • Projects/activities not stopped • Easy to say, hard to do:
• At the centre of how Executives develop strategy and business planning
• Only Executives can address it • But they typically don’t
experience the effects
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Cause 2: Poorly managed change • Inadequate Change
Management • High risk, high impact
changes not identified or managed pro-actively • Impacted groups not identified • Not assessed for impact and
readiness • People challenges of the
change not adequately understood or managed = increased risk
• Change Sponsors and leaders at all levels lack change management capability, role clarity
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Cures: Top 5 tips 1. Influence executives to
prioritize and sequence the change agenda
• Work with the group/s with which you are most influential • Executives – are you a trusted
advisor? • PMO – Program Manager • Project Manager/s and teams • HR • Managers
• Choose carefully and be clear on your outcomes, messages and timing
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Cures: Top 5 tips • Get the facts and data that will influence Executives:
• Connect with strategy and their goals and concerns • Number of changes underway/by time/type/level/function/location • Impacted groups – VS End users. “Who needs to adopt and use the
change for the expected benefits to be achieved?” • Risk Assessment for each group for each change • Collect examples and stories • Suggested tools:
• Prosci CMROI Calculator • Heat Maps • Prosci People Risk Assessment
• Use preferred senders – PMO, PMs, managers -maybe not YOU • What is your recommendation? What’s the WIIFM for your audience?
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Cures: Top 5 tips 2. Move to managing the
change portfolio • Build support • Who will be the end user of
the outputs? • Focus on the end goal and
the change in behaviour not the technology solution
• New tools - Ralleo cloud based enterprise management tool available from Being Human
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Cures: Top 5 tips 3. Improve the
effectiveness of Change Management
• Choose 1 or 2 key changes and let the results speak for themselves
• Small gains = big wins
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Cures: Top 5 tips 4. Support managers to re-energise themselves and
their teams • Clear priorities, constantly reiterated and demonstrated • Recognition of good work, towards the change and in the past • Feeling valued or treated respectfully • Listen to and encourage team members • Clarify when managers and teams can contribute to decisions • Having pride in their organisation - even when the change is in response
to a difficult situation • Clear, short communication, especially about progress
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Cures: Top 5 tips 5. Build resilience among
managers and teams • Change is here to stay • What can we do to become
more resilient and support each other?
• Enlist HR/L&D/HR professionals
• Resilience Workshops available from Being Human
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Resources
• Ralleo Enterprise Change Management tool – contact us
• www.prosci.portal.com • Prosci CMROI
Calculator • Prosci PCT Analyzer • ADKAR® Dashboard
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More info
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