Introduction to

Change Management
Laurel Brenner
Director, Change Management &
Business Process Strategies
University Advancement
Who Am I?

Laurel Brenner
Director, Change Management &
Business Process Strategies
University Advancement and Alumni Relations

24.8 years at UC Irvine

Arts, Social Ecology, University Advancement

Pronouns: they/them

Email: [email protected]

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Automat

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Welcome Back!

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 Ground Rules/Mutual Understanding
Help Create a Collaborative and Safe Environment
▪ Open and supportive
▪ No right or wrong answers in discussions

Take Charge of Your Learning Experience

▪ Be fully present and minimize distractions
▪ Ask questions, share opinions, participate in discussions

Cameras
▪ On is better (so I can see if you’re laughing at my jokes); off if needed
▪ Cats, dogs, kids, houseplants, backyard chickens, and other household
members are welcome

Eating/Drinking
▪ Yes!

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 Learning Outcomes
▪ Define what change management is
▪ Describe why change management is important
▪ Give examples of well-executed and poorly-
executed change efforts
▪ Articulate the most important aspects of change
management
▪ Create a basic change management plan using the
change management tools

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 Agenda
Part One Part Two
✓ Introduction ▪ Previously on…
✓ What is Change? ▪ Tools Wrap Up
✓ What is Change Management? ▪ Did the Dog Eat Your Homework?
✓ Moving Through Change ▪ Additional Tips Along the Way
✓ Sponsors, Leaders, People ▪ Wrap it Up!
✓ Communication
✓ Tools

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 Previously on…
Sponsor and Leader Participation and Communication

Current
Current Transition
Transition Future
Future
State
State State
State State
State

Awareness Desire Knowledge Ability Reinforcement

Communicate, Communicate, Communicate
(then, communicate some more)

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 Common Themes

Ask for
Provide
stakeholder
Involve users in Use staff appropriate
feedback on the
early discussions strengths training for
change
audience
(act on it)

Information Frequent
cascade Clear communication
(leadership, communication to show support;
change leaders, of timelines reinforce the
managers…) “why” for buy-in

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 Common Themes
People
Ask for
Provide
stakeholder
Involve users in Use staff appropriate
feedback on the
early discussions strengths training for
change
audience
(act on it)

Information Frequent
cascade Clear communication
(leadership, communication to show support;
change leaders, of timelines reinforce the
managers…) “why” for buy-in

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 Common Themes
People
Ask for
Provide
stakeholder
Involve users in Use staff appropriate
feedback on the
early discussions strengths training for
change
audience
(act on it)

Communication
Information Frequent
cascade Clear communication
(leadership, communication to show support;
change leaders, of timelines reinforce the
managers…) “why” for buy-in

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 Prepare, Manage, Reinforce

Prepare
Awareness / Desire Knowledge / Ability
∞
Reinforcement / Celebrate

Sponsor / Leadership Engagement

--------------------------

Communication

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 Reinforce
Reinforcement / □ Celebrate
Celebrate
□ Measure Success
Celebrate! ▪ Cheer on each stakeholder at each milestone
□ Communicate &
▪ Adoption of the change (quantitively – log-ins, disuse of Listen
Measure success old system, etc. and qualitatively – flash surveys)
□ Adjust as Needed
▪ Check in with staff
Communicate,
▪ Solicit feedback □ Celebrate & Keep
listen, and adjust ▪ Adjust anything and everything as needed Listening

Reinforce the
▪ Follow up on trainings and success measures
change
▪ Groups of stakeholders? Individuals?
Address resistance ▪ More training needed?
▪ Celebrate some more
Celebrate (again) ▪ Unless people aren’t feeling good about the change Sponsor /
Leadership
Communicate, ▪ Adjust, clarify Engagement
listen, and ▪ Follow up (training, individual meetings) -------
follow up ▪ Debrief on lessons learned Communication
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Lessons Learned

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 Prepare, Manage, Reinforce

Prepare
Awareness / Desire Knowledge / Ability
∞
Reinforcement / Celebrate

Sponsor / Leadership Engagement

--------------------------

Communication

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Did the Dog Eat
Your Homework?

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 Homework, Homework, Gimmie a Break!

▪ Think of a change scenario (past, future)

▪ Go through Step 1 – Prepare and Step 2 – Manage of
the Change Management Plan
▪ Jot down your answers and thoughts
▪ What else should be considered?/What’s missing from
the guide?
▪ We will talk through them next week

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 PreparePrepare
Awareness / Desire Confirm Sponsor

Form Change Team

▪ Aspects: roles, location, mindset/behaviors, □ Project Leader
What is changing reporting structures, processes, systems/tools
and when? □ Communications
▪ Transitioned or cut-off change
□ Area Leaders
Why is the change ▪ Business case for the change / Why now? Agree On
happening? ▪ Transparency builds trust □ Case for Change

What will success ▪ Quantitively – log-ins, disuse of old system, etc. □ Change Objectives
look like? ▪ Qualitative □ Success Measures
□ Communications
▪ Stakeholders: your staff, departments, units you Plan
Who is impacted
serve or interact with (students, faculty, alumni, □ Stakeholder
by this change? donors, staff, vendors, facilities, etc.) Registry

How big is the ▪ Minor adjustment vs major shift

Sponsor /
change? ▪ Consider the impact for each stakeholder Leadership
Engagement
Start communicating ▪ Acknowledge and begin communicating about -------
(and listening) the change as soon as possible Communication
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 Manage
Knowledge / Ability □ Involve Leaders/
Champions
▪ New/enhanced skills?
What trainings are ▪ Consider each stakeholder (group trainings, □ Schedule & Hold
needed? individual trainings, documentation) Trainings

▪ Schedule and hold trainings □ Document

Resistance &
Where will there be ▪ Consider each stakeholder (reluctance to use Mitigation Plans
resistance? new tools; lack of participation; lack of trust)
□ Confirm
▪ Adjustments to trainings Communications
How will resistance ▪ More detailed communications (smaller group Plan
be mitigated? meetings, one-on-ones) □ Communicate &
Listen (email,
▪ Increased transparency meetings, info
▪ Appropriate for the message (big meeting vs. sessions)
Tailored small or one-on-one) □ Adjust as Needed
communications
▪ Appropriate for the stakeholders
plan
▪ Specific and often Sponsor /
▪ Check in with staff Leadership
Communicate, Engagement
▪ Monitor and mitigate resistance -------
listen, and adjust
▪ Modify communications Communication 21
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 Homework Discussion
Breakouts
➢ Odd Numbered Breakout Rooms = Step 1 – Prepare
➢ Even Numbered Breakout Rooms = Step 2 – Manage
➢ Leader = first name comes last (ex Peter Brady)
➢ Spokesperson = last name comes last (ex Alice Nelson)

Assignment
• Talk about your experience with assigned step
❑ Easiest part? ❑ Sticking points?
❑ Hardest part? ❑ Ah-ha or OMG moments

▪ Leader - make sure everyone gets a turn, call on colleagues to share

▪ Spokesperson - take notes and report back (common themes)

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It Takes a Village
The origin of a change
-- Top down (or middle down)

Securing Resources
-- Sponsor and Leader(s)
-- For the change and for change
management

Assembling a Team
-- Managers and supervisors
-- Change Champions
-- Communications
-- Training
-- Engagement/growth opportunities
-- Graphics, communications, training,
celebrations, change management
 Stakeholder Registry
Groups Anticipated
Points of Contact Training Needs
(and/or Individuals) Resistance/Mitigation
 Communication Tenets

WHEN Communicate early and often

WHAT Use clear, consistent, and kind messaging

HOW
--------------------
--------------------
Tailor for audience and message
WHO

WHAT? Ask for and respond to feedback

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 When

WHEN
Communicate early and often

▪ As much, as soon, as often as possible (more often

than your initial instinct tells you)

▪ Do not communicate only when there is “big” news

▪ Communicate at every step

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 What
WHAT Clear
▪ Tell them what to expect specifically, clearly, and in context
▪ Business reasons - why and why now?
▪ Articulate what successful change looks like
Consistent
▪ Coordinate communications
▪ Discuss with unit leaders and set expectations for
communications
Kind
▪ Be aware of personal situations and levels of risk-tolerance
▪ Be sensitive to any ongoing bad feelings surrounding past
changes
▪ Do not use large meetings or email for high-stakes
information
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 How and Who
HOW
--------------------
--------------------
Tailor communications to audience and message
WHO
▪ Do not use a text-only email for complex training
▪ Mix it up (email, website, graphics, verbal)
▪ Who should receive messages?
▪ Stakeholders - don’t be stingy but don’t unnecessarily overload

▪ Who should deliver the message?

▪ Sponsors and Leaders

▪ Be aware of messages out there from managers and peers

▪ Address rumors and misinformation quickly, clearly, and tactfully

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 What?

WHAT? Ask for and respond to feedback

▪ Successful change management communication is a
two-way street
▪ Do not be afraid to solicit feedback
▪ Provide a variety of ways for staff to “talk” to leadership
▪ Dedicate a portion of meetings to listening
▪ Surveys
▪ Polls
▪ Do not solicit feedback just for the sake of asking

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 Communications Plan
Tailor Communications
Goal: To plan for timely and relevant communications with all stakeholders to ensure stakeholders' desire
to support and participate in the change.
Note: Depending on the level and scope of the change consider coordinating with school/unit
communications team prior to creating a communications plan to ensure messaging is coordinated with
campus and senior leadership in the school/unit.
Timing
Message Audience Messenger Method
(Due Date)
How should the message
be delivered?
Who should
What needs to be What stakeholders need to hear Tip: High stakes When should the
deliver the
communicated? the message? messages are best message be delivered?
message?
delivered in-person (or
zoom)
 Change Adoption Campaign
Strategy Audience (Who, When)
1 2 3 4 5 6 7 8 9

Channels Description & Message

Compliance
Utilization
Physicians
Attending

Mgt (UM)
Residents

Case Mgt

Coding &
Students

Patients
Medical

Billing
NPP
(How, Where) (What, Where, Why)

Instructions: How will

Done 12/25/22
you communicate you

Done Date

12/25/22
message: i.e. launch Instructions: What do you want to say? Describe the

Date

TBD

Etc.
announcement, email, channel in more detail? Why is this channel important?
memo, daily huddles,
Intranet post, etc.
IT will send a change request log to users of the Acme

10/4/22

10/4/22
Example: Change Software. The change request log highlights updates to
Request Log Email the Acme Software so users know what they are, how to
access them, and use them.
The core team will distribute a brochure highlighting new

Ongoing

Ongoing
9/6/22

9/6/22
Example: Brochure software enhancements, links, and login instructions to
increase utilization.
 Understanding Chain Worksheet

XPLANE
Leading Change
Through People

https://xplane.com/worksheets/understanding-chain-worksheet/
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Gimme a Break

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We Were on a Break!

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Resistance

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 Resistance
Ω
▪ Ohm’s Law
▪

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 Resistance
Ω
▪ Ohm’s Law
▪

Antibiotics

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 Resistance
Ω Rebel Alliance

▪ Ohm’s Law
▪

Antibiotics

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 Resistance
Personal Manifestations

▪ Personal/family situation ▪ Vocal complaints

▪ Career history and path
▪ Reluctance/refusal to use
▪ Degree of impact new tools
▪ Lack of participation
In Context
▪ Track record of rumor
▪ Trust issues spreading
▪ Change fatigue ▪ Retirement/resignation
▪ Not understanding
reasons for the change
▪ Lack of support from
leadership
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 Mundane Mitigation
▪ Tailoring trainings for a particular group
▪ Shorter and more often
▪ Variety of mediums or times

▪ Provide more direct communication from a

trusted leader
▪ Small group meetings
▪ One-on-ones

▪ Less detailed communications

▪ Briefer briefs (shorter newsletters/updates)

▪ Increased transparency

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 Marvelous Mitigation

Include
▪ Collaborate on the change (or at least the change plan)
▪ Solicit, listen to, and act on feedback

Ensure
▪ Understanding and buy-in of why the change is being made

Empower
▪ Ask for feedback and make the changes if possible
▪ Encourage peer support

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 Empowering Managers
Harvard Business Review blog post
Ron Ashkenas, managing partner of Schaffer
Consulting posits that…

“The greatest area of opportunity is to empower

managers to be responsible for implementing and
driving change themselves, versus outsourcing it to
other departments.”
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 Leaders and Managers Relating
Focus on the people, not just the change

Be visible, active, available, and honest

Be good to your word or risk eroding trust and stability

Check in with staff, listen, and validate

Understand that people need to talk to help support each other

Recognize impact of the change, be patient with yourself and others

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 Leaders and Managers Doing
Be the change you want to see

Illustrate benefits and rationale for change

Ask how you can help

And then do it… provide resources, choices, remove barriers

Mitigate (if not eliminate) resistance

Positive reinforcement, recognition, proactive coaching

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 Sharing is Caring
Guide your Sponsor
▪ Importance of being a Sponsor (#1 preferred messenger)
▪ Provide notes, compose emails, write talking points
Consult on the plans
▪ Change management and communications plans
▪ Up, down, and across (Sponsor, Leader, Managers/Supervisors,
Staff Champions, Unit Experts)
Share what you are hearing
▪ Don’t forget to listen

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Co-Creating and Buy-In

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Reality Check
You won’t Sponsors and
always have a Leaders may
say in how not embrace
change change
happens management

Sponsors and
Leaders may You can
not embrace
the values have an
of change impact
management
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 Learning Outcomes Achieved?
✓ Define what change management is
✓ Describe why change management is important
✓ Give examples of well-executed and poorly-
executed change efforts
✓ Articulate the most important aspects of change
management
✓ Create a basic change management plan using the
change management tools

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 Wrap Up & Celebrate!
▪ Empowered to support people through change

▪ Share your knowledge

▪ Where do we/you go from here?

▪ Prosci certification
▪ XPLANE webinars
▪ ChangeFit 360

▪ Tools
▪ PowerPoint
▪ Change Management Plan Excel Workbook
(including Alternate Stakeholder Registry)

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Contact Information

Laurel Brenner

Director, Change Management &

Business Process Strategies
University Advancement

[email protected]
MS Teams

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