Change is possible, however, we need to change what we are doing if our KM programs are to be a success.
20071108_KMWorld2007_JeffHiattonChangeManagement.JPGAre we more interested in the technology or in the change?

Jeff Hiatt, President, Prosci, & Author, Change Management: The People Side of Change, is sharing a roadmap for managing the people side of change.

Premise: Knowledge management shouldn't be a project; it's a change to the organization, its culture, and its people.

Types of change
  • Natural
  • Perspective
  • Self-initiated by an individual
  • Self-initiated by a group
  • Externally initiated toward an individual
  • Externally initiated toward a group
20071108_KMWorld2007ChangeManagementHiatt01.JPG"How many of you have change going on in your life right now?"

Where does KM fit in? KM is about change, it is a process, not a project. It is about a change to the organization and how it works.

Change is possible. But if we do not approach it right, the likelihood of success is low.


We are wired to resist change.

The current state defines who we are
      I achieved my success here, I like it

The future state creates worry
      I may not like the new state

Change is messy
Consequences of poorly managed change

- degrade performance
- Lower morale
- History of failed change
- Failure to achieve project ROI
- Your credibility and respect
- Future opportunities

Change is possible

Change management is the structured process and tools for managing the people side of change such that the business objectives for our changes are met or exceeded - Jeff Hiatt

Obstacles to change

Shared that the number one obstacle to change was employee resistance.

"The number one obstacle to success for major change projects is employee resistance and the ineffective management of the people side of change."

Shared Prosci's flight risk model (see slide) Shows how flight risk begins at first communication (or rumor) and it doesn't look good.

The key need is change management.

Yet, principles of change management can help drive the success of program implementation.

Change management challenges:
  • Adoption Rate Problems (e.g. captain focused on his ship, not on the desired change)
  • Proficiency of using or applying the change

Taking control of change (three steps) to address the people side

Step 1 - Apply structured change management processes
Step 2 - Enable your sponsors
Step 3 - Apply the ADKAR Model

Jeff took us through a change management assessment to help us understand our PCT score.

Three pillars of change management that indicate whether (or not) a project will succeed.
  • Leadership/sponsorship factor present
  • Project management factor assessment
  • Change management factor assessment

The number one success factor is the need to have people focused on managing change.

Took a look at the data to support. these findings.

Offered his ADKAR Model for change management:
  • Awareness
  • Desire
  • Knowledge
  • Ability
  • Reinforcement

The number one reason they found that people resist change is that they were never told the reason for the change.

People think WIIFM.

Organizations don't change, people do. To do so, they must be aware of the need for change, have the desire to change, develop the skills and knowledge required to change to develop the ability to change all the while being encouraged (reinforced) through the process.

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