See, Feel, Change
Navigating the Stages of Acceptance
Joanna Iturbe
Director of CRM Strategic Initiatives
Leeds School of Business
University of Colorado Boulder
E: Joanna.Iturbe@colorado.edu
@joannaiturbe
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I want to hear from you:
What is your primary focus at your institution?
1. Admissions / Recruitment
2. Student Services
3. Alumni / Advancement
4. Marketing / Communications
5. IT
6. Other / Multiple
I want to hear from you:
How would you describe
your adoption style?
1. Innovator
2. Early Adopter
3. Early Majority
4. Late Majority
5. Laggard
Why is change management important?
Average
organization
has undergone
5 enterprise
changes in the
past 3 years
Only 1/3 of
change efforts
are clear
successes
73% of
organizations
expect more
change in the
next few years
Average
employee
experiences 3
major changes
per year
(Compared to
1.75 in 2012)
“Big changes can start with
very small steps. Small
changes tend to snowball.
But this is not the same as
saying that change is easy.”
- Chip Heath
“Switch: How to Change
Things When Change Is
Hard”
Vision
#10
Translate abstract cultural
goals into specific business
objectives
Goals
Objectives
KPIs
Metrics and Measures
#9
Workforce – Cultural Alignment:
Actions speak louder than words
“To enable the culture to
perform, leaders must build it
into systems and processes,
and provide business-unit
leaders with support and
resources to do the same.”
Source: Gartner
#8
Consistently communicate WHY the
change is happening
FROM / TO /BECAUSE
1.
From: Define your starting point
•
2.
To: Identify the desired change
•
•
3.
Inclusively and accurately define
current behaviors
Clearly outline desired behaviors
“Next Normal”
Because: Specify the why
•
•
State why the change is important
Align the change journey to the
business strategy and IT component
Source: Gartner
#7
Change happens one step at a
time, and the first step is the
most critical
#6
Launch
Learn
Focus less on easing
the burden and
more on providing
resources to sustain
performance
Source: Gartner
Love!
#5
Allow for flexibility on what the end state might look like
#4
Plan ahead to address the most likely
cultural tensions for the change
Emotional
#3
Immediate
Implement simple cultural
hacks instead of large,
transformative initiatives
Visible
Low Effort
“In almost all successful change, the
sequence of change is not ANALYZETHINK-CHANGE, but rather SEE-FEELCHANGE.” –Chip Heath
People Over
Process
#2
Implement the Agile behavioral
principles for the digital age
Dynamics
Over
Documents
Agile
Behavioral
Principles
Collaboration
Over
Cascading
Leadership
Over
Management
Adaptive
Over
Prescriptive
#1
Open-source change
Top-Down
Approach
Open Source
Approach
Set the Strategy
and Define the
Vision
Plan
Implementation
Leaders alone set the
strategy
Employees actively
participate in shaping
change decisions
Leaders create change
plans indicating what
employees should do
Employees create personal
change implementation
plans
Communicate and
Sustain Change
Organizations tell
employees about the
change and its benefits
Employees talk openly
about the change
“When change works, it tends to follow a
pattern. The people who change have
clear direction, ample motivation and a
supportive environment.”
- Chip Heath
Reflection
1.
2.
3.
Open-source change
Implement the Agile behavioral principles for the digital age
Implement simple cultural hacks instead of large,
transformative initiatives
4. Plan ahead to address the most likely cultural tensions for
the change
5. Allow for flexibility on what the end state might look like
6. Focus less on easing the burden and more on providing
resources to sustain performance
7. Change happens one step at a time, and the first step is the
most critical
8. Consistently communicate WHY the change is happening
9. Workforce – Cultural Alignment: Actions speak louder than
words
10. Translate abstract cultural goals into specific business
objectives
Which one
resonates most
with you? Why?
What ideas have you
gotten to take back
to your institution to
change the way you
do change
management?
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