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 NOTE: This presentation leaves copyright of the content to the presenter. Unless otherwise noted in the materials, uploaded content carries the Creative Commons Attribution 4.0 International (CC BY 4.0), which grants usage to the general public, with appropriate credit to the author. 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? Session Evaluations There are two ways to access the session and presenter evaluations: 1 2 In the online agenda, click on the “Evaluate Session” link From the mobile app, click on the session you want from the schedule > then scroll down or click on the associated resources > and the evaluation will pop up in the list