5 Reasons to Build Change Capability With Prosci eLearning

The pandemic is reshaping the future of change management. To help practitioners understand how to succeed in the new landscape, Prosci conducted a deep-dive study of the Top Contributors to Change Success in a Post-Pandemic World. Today, as we celebrate our silver anniversary of Prosci research, we’re thrilled to release the study’s findings in an exciting new, interactive digital format. Celebrating and Elevating Prosci Research Prosci’s change management research process, tools and reports have evolved—and continue to evolve— to reflect the fast-paced, digital times we live in. Gone are the days of publishing paper journals every few years. Prosci research now offers active engagement with meaningful insights on demand to help you unlock the specific challenges you’re facing today. With interactive capabilities, you become the researcher. Slice and dice the data your way—by industry, region, organization size, participant demographics and much more. Welcome to a new era of Prosci research. Examine one of Prosci's interactive, change management research reports Shifts in the Top Contributors to Change Success in a Post-Pandemic World revealed changes impacting today’s marketplace unlike any we’ve experienced before. When we asked more than 1,400 study participants globally to reflect on the pandemic and change, unique challenges, and emergent contributors, we also asked them to share the adaptations they made to succeed. Ready to explore the adaptations? Click the link below to access Prosci’s interactive report on the Most Impactful Actions for Change Success in a Post-Pandemic World. It’s just one of the reports that comprise the full study. Examine the data your way by toggling between the top seven contributors and the top three most impactful adaptations to reveal the corresponding participant comments. Prosci Research in Minutes, Not Months We’re celebrating 25 years of research, but we’ll continue to elevate our approach with new innovations over time. For now, help us spread the word! Copy and share the link with anyone interested in the latest change management research. And if you want to access the full Top Contributors to Change Success in a Post-Pandemic World interactive report, Best Practices in Change Management – 12th Edition interactive report, and Prosci’s entire library of change management research, subscribe to Research Hub.

The consolidation of four municipal service centres into one Customer Service Centre was a significant challenge because there were multiple locations, different ways of working, different cultures, and local governance structures to consider. Effective change management made all the difference. Challenges of Managing Change Going to one service organisation with four municipalities is a big change. The municipality of Dordrecht initiated the change, and as Executive Director of Services, Elo de Mul managed the change process. It was fun but challenging. The project was under a magnifying glass from the participating organisations, which had unique cultures and histories with change. With previous initiatives, they had poor results without knowing the causes or sources of resistance. With this initiative, the change team knew right from the start it was important to engage the impacted teams in the change process. "Looking back, a year after the change, many people are very satisfied with the change process, and we did not even spend the entire budget. Our colleagues spontaneously say that they are positive about the change. The process went more smoothly than expected, and their work has become more rewarding." —Elo de Mul, Executive Director of Services Structured Approach Provides Tools and Focus "We had a lot of experience with change, but we had never used a structured methodology before," de Mul said. "The Prosci Methodology made it possible for us to tackle the change challenge differently this time." The ADKAR® Model is a powerful tool that ensured their change team was informed. It kept them apprised about where teams were progressing and where they were experiencing barriers to adoption. It also gave them concrete actions to manage the change effectively. Their key focus areas for the change included: Delivering targeted stakeholder communications about the change Engaging executives and managing their resistance Managing employee resistance behaviors As a result, they were able to manage the change more effectively and, above all, to focus on what they needed to do. After deploying Prosci change management approaches, issues can now be addressed immediately. A of Awareness In all new minor and major changes, the organisation now takes into account that you must always start with the A of Awareness: Why is the change necessary? The change team started to communicate early in the process and repeated the “why” question consistently. In addition, they were able to engage the executives more often to explain the purpose and necessity. They must explain the business reasons for the change because they are also the ones who can address and mitigate resistance. Prosci also made it clear that change managers must repeat messages five to seven times—far more than most people feel comfortable with. But the power is really in consistent repetition. "I find it easier now to involve the sponsors within the organisation and even outside it because Prosci provided the data that demonstrates the importance of their role and actions during change," de Mul said. "Getting sponsor engagement no longer feels like I’m asking for a favor from sponsors. Instead, I'm offering them an opportunity to manage the change process." Embracing Change and Prosci Change Management The entire project team completed the Prosci Certified Change Practitioner Program. That created a flying start, enabling them to easily talk about the change using the same conceptual framework and consistent wording. It also gave them a critical mass of people who embraced and adopted the methodology. To make even more use of the Prosci Methodology, de Mul is considering training more people. "As an organisation, you must really focus yourself on using the method straight from the start of an initiative. Success makes it easier, but it remains tempting to lean back in old change behavior. Even change managers are just people. “