As we all witness the increasingly fast-paced environment we operate in, we can all agree that change has become inevitable. Whether it’s adapting to new technologies, responding to market shifts, or restructuring organisational strategies, the ability to navigate change effectively is critical for success. However, change is not a one-time event; it’s a continuous process that requires careful planning, proactive management, and a commitment to organisational agility. In this article, we’ll explore the statement “Change is not an event, it’s a process,” and how the PROSCI methodology provides a robust framework for driving successful change initiatives. Before we get into the three-phase process, let’s bring this concept to life though a case study.
The Human Side of Change
In an attempt to streamline operations, an IT distributor turned to robotic process automation (RPA) to handle manual data entry tasks.
Despite the organisation’s intention of reducing employee workload rather than replacing staff, the communication approach inadvertently conveyed a sense of robots taking over. The implementation of software robots occurred before gaining internal support, triggering fear and resistance among employees. This lack of buy-in by employees hampered the RPA solution’s potential, and resulted in failure to reach the project’s full potential.
Navigating successful change within an organisation is undoubtedly challenging, especially if you don’t have the right toolkit. This case study serves as a lesson in emphasizing not just the change itself, but also how it is communicated. The failure to address essential questions such as “What’s in it for me?” and “What does it mean to me?” resulted in unnecessary confusion and resistance.
Change initiators must prioritize effective communication, amongst other factors such as strong sponsorship before announcing a change. As with any change initiative, it is crucial to explain the why behind it, secure internal support from key leaders, ensure sufficient training and preparation of new roles and provide employees with the necessary details to garner their support.
PROSCI’s Three Phase Process: Prepare, Manage, and Sustain
At the heart of the PROSCI methodology lies a deep understanding of the human side of change. It recognizes that people are at the core of any transformation and that their buy-in, engagement, and adoption are essential for success. The methodology consists of three phases: Prepare, Manage, and Sustain, each playing a crucial role in the change process.
Preparing For Change
The Prepare phase sets the stage for change by laying the groundwork for understanding, awareness, and readiness. This phase involves conducting thorough assessments to identify stakeholders, their concerns, and potential barriers to change. It also entails developing a comprehensive change management plan that outlines the objectives, strategies, and tactics for managing the transition effectively. By investing time and effort in preparation, organisations can ensure that their change initiatives are built on a solid foundation and are more likely to achieve the desired outcomes.
During the Prepare phase, the IT distributor missed crucial opportunities to lay a strong foundation for change. Instead, they could have conducted thorough assessments to identify stakeholders, their concerns, and potential barriers to the implementation of robotic process automation (RPA). For example, the organisation could have engaged in one-on-one interviews with key employees to understand their perspectives on RPA and any apprehensions they might have had about the transition.
By addressing these concerns proactively, the organisation could have developed a comprehensive change management plan using the ADKAR model, which focuses on Awareness, Desire, Knowledge, Ability, and Reinforcement. This plan should have included tangible objectives, such as reducing manual data entry errors by a certain percentage, along with strategies and tactics for achieving these goals.
Additionally, the organisation should have crafted a detailed communication strategy focused on transparency and two-way communication, including regular town hall meetings, newsletters, and feedback mechanisms to ensure that employees felt informed and involved in the process. By investing time and effort in these preparatory steps, the organisation could have built a solid foundation for change, increasing the likelihood of successful implementation and mitigating resistance from employees.
Managing The Change
Once the groundwork has been laid, the Manage phase focuses on executing the change plan and addressing resistance proactively. This phase involves effective communication, stakeholder engagement, and training to equip individuals with the skills and knowledge needed to embrace change. It also requires strong leadership to provide direction, support, and guidance throughout the process. By actively managing the change, organisations can minimize disruptions, build momentum, and foster a culture of resilience and adaptability.
In the case of the IT distributor, effective change management would have entailed concrete actions to execute the change plan and proactively address resistance. For instance, the organisation could have conducted regular communication sessions to keep employees informed about the RPA implementation progress and address any concerns or misconceptions.
Stakeholder engagement activities, such as workshops or focus groups, could have provided employees with opportunities to voice their opinions and contribute ideas for improving the process. Additionally, the organisation could have implemented comprehensive training programs to equip employees with the necessary skills and knowledge to adapt to the changes brought about by RPA. Strong leadership support, demonstrated through visible involvement and consistent guidance, would have provided employees with confidence and direction throughout the transition.
By actively managing the change in this manner, the organisation could have minimized disruptions, built momentum, and fostered a culture of resilience and adaptability, thereby increasing the likelihood of successful implementation and mitigating resistance.
Sustaining The Change
However, change doesn’t end once the new processes or systems are implemented. The Sustain phase is equally important for reinforcing change and embedding it into the organisational culture. This phase involves celebrating successes, recognizing achievements, and reinforcing desired behaviors. It also requires ongoing monitoring and feedback to identify areas for improvement and make necessary adjustments.
By reinforcing change, organisations can ensure that it becomes ingrained in the way they operate, driving long-term growth and innovation.
In the case of the IT distributor, sustaining change involves celebrating milestones, implementing recognition programs, providing ongoing training, gathering feedback, ensuring leadership support, and fostering a culture of continuous improvement. By celebrating successes, acknowledging exemplary performance, and providing necessary skills training, the organisation can encourage employee buy-in and adoption of the new process.
Additionally, implementing feedback mechanisms and visible leadership support will help address concerns and build momentum for change. By continuously improving RPA processes and workflows, the organisation can embed the change into its culture, driving long-term growth and innovation.
In conclusion, change is not an event; it’s a process that unfolds over time. By embracing a structured change management methodology, organisations can navigate change effectively by focusing on the human side of change, preparing thoroughly, managing proactively, and reinforcing continuously. By doing so, they can adapt to new realities, seize opportunities, and thrive in an ever-evolving business landscape.
*Paulina Mbango is a PROSCI-certified change practitioner and communications specialist with experience in the financial services, mining, and governance sectors. Write to her at paulina@andchange.com or learn more at andchange.com.
