Presented by:Tracy Rehberg, Bull City Learning

Richard Duncan, UNICEFAlan Brooks, GAVI

Change Management Presentation and Panel Discussion

Session Overview Review Change Management Models and Best Practices

Share Two Practical Guides for Setting the Right Course

Review WHO/UNICEF Immunization eLearning Initiative Barriers

Highlight the WHO/UNICEF Immunization eLearning Initiative

Richard Duncan, UNICEF, will Share Ongoing Change Management Efforts

Alan Brooks, GAVI will Share Recent Work Experiences

The Definition & Purpose of Change ManagementChange management is a structured approach, transitioning an organization from a current state to a desired future state.

Change management models are used to

1. Provide smoother implementation with more rapid results

2. Ensure change is understood, supported, and pervasive

3. Deliver sustained benefits of change

What is the best change management model?

Kotter’s 8 Step Change ModelHarvard University Professor John Kotter in mid-late 1990s model views change as a campaign. The goal of the 8-step process is for teams to buy into the change after leaders convince them of the critical need for change to occur.

1 2 3 4 5 6 7 8

Creating a climate for change

Engaging and enabling the entire organization

Sustaining the change

Creating Urgency

Leadership Team

Vision Buy-in Empower Action

Short-term wins

Don’t let up

Make it stick

Lewin’s Change Management ModelPsychologist Kurt Lewin’s 1950s model, recognizes that most people prefer and operate within certain zones of safety. His model is prescribes “Unfreeze – Change – Refreeze” as three-stage process for change.

1. Determine what needs to change.2. Ensure strong support from upper management.3. Create the need for change.4. Manage and understand the doubts and concerns.

1. Anchor the changes into the culture.2. Develop ways to sustain the change.3. Provide support and training.4. Celebrate success!

1. Unfreeze

2. Change

3. Refreeze

1. Communicate often.2. Dispel rumors.3. Empower action.4. Involve people in the process.

Prosci's 3-Phase Change Management ProcessProsci is an independent research company focusing on change management techniques. Its process is the sequence

of steps or activities that a change management team follows to apply change management to an initiative.

What do these models have in common?

What else must be considered?

The Congruence ModelThe Congruence Model is based on the principle that an organization's performance is derived from four elements: tasks, people, structure, and culture. The higher the congruence, or compatibility, amongst these elements, the greater the performance.

1. Step One: Analyze each element

2. Step Two: Analyze how elements interrelate

3. Step Three: Plan to create and maintain congruence

Culture: How does information flow around the organization?What are the beliefs and values of individuals in the organization?How can leadership be leveraged?

Tasks: Does the work require specific knowledge or skill?What are the intrinsic rewards involved in completing the work?What sort of approach is needed to do this work best?

People: Who interacts to get the work done?What are these people's preferences and expectations for compensation, reward, career progression, recognition, and organizational commitment?

Organizational Structure: How is the company organized? Are there distinct business units or other separations? How standardized is the work? Rules, policies, procedures.How is work measured and incentivized and rewarded?

Communication: A Practical Planning Tool

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Stakeholder Key Interest Desired Support Barriers Message Needs Communication Approach

Communications: An Effective Planning Checklist

Who will deliver the communications in your organization?

Who are the key influencers and how will you use them?

How will you answer WHY this change is needed?

What is in it for your audience?

What are their barriers to this change? How will you overcome them?

What are your key messages?

How will you deliver the message? What will be most effective?

Are your communicators prepared? Are your influencers on the same page?

Are you resisting the urge to have the communication come only from the project lead?

Will there be face-to-face communications? How will you create opportunities for two-way dialogue?

How will you repeat the message at least at eight times?

How will you celebrate short-term wins? How will you reward performance longer term?

Are reactions being gauged? Are you open to refinement?

Are the results be measured?

How will change be reinforced and rewarded over the long haul?

Change Management Discussion – WHO/UNICEF

The Immunization eLearning Initiative is a digital learning programme designed to help immunization staff in all roles improve their support to MOH and government partners.

Change management is being used to

1. Achieve high levels of training participation

2. Grow acceptance of online learning as a valuable means of training

3. Strengthen staff support of immunization programmes in critical areas

Preparation for ChangeWHO and UNICEF completed a training needs survey of all Immunization staff in the Fall of 2014.

Areas of greatest immunization training need were determined, including1. Immunization Supply Chain Management2. Communications3. Programme Planning4. Data Management and Use

Barriers to online learning acceptance were revealed

LEARNING CULTURE

SUPPORT

FAMILIARITY

TIME

FEAR

VALUE

TECHNOLOGY

Several physical, cultural, and attitudinal barriers to immunization eLearning adoption must be effectively mitigated by change management strategies.

Immunization eLearning Adoption

Immunization eLearning

Implementation

Barriers to Change

Immunization eLearning Adoption

Immunization eLearning

Implementation

Catalysts to Change

FLEXIBILITY

TIME SAVINGS

CONVENIENCE

SKILL ATTAINMENT

CERTIFICATION

CHOICE

COST SAVINGS

Conversely several benefits to eLearning exist and should be reinforced.

1. VALUE ESTABLISHMENT 2. PROGRAMME VISION3. INFLUENCER SUPPORT4. GOAL SHARING5. STEP CLARITY6. BRANDED PROMOTION7. SUFFICIENT REPETITION8. URGENCY OF COMPLETION9. INCREMENTAL WINS10. SOCIAL SHARING11. PARTICIPATION INCENTIVE12. REINFORCEMENT

Change Management ElementsGiven the barriers and benefits, we developed a plan to leverage 12 change management elements to reach our goals.

WHO/UNICEF Change Management Activities

Jhilmil Bahl, Capacity Building Officer, Immunizations, Vaccines, Biologicals, WHO

Richard Duncan, Senior Immunization Specialist, UNICEF

Immunization eLearning Initiative

Programme Branding – Name and Visual Identification

Influencer Identification

Communications Challenge Mapping

Key Message Development

Incentive Planning

Pre-Launch Communications

Launch Communications (planned)

Two-way Dialogue Opportunities

Post-Launch Reinforcement (planned),

Key change management activities:

• Influencer Presentation• Course Series Flyer• Course Series Video• Promotional Poster• Intranet/LMS Banner Ads• Informational Website Landing Page• Promotional eBlasts• Article• Meeting Showcases• Course Preview Games• Incentives• Certification

Promotional materials

Promotional video

A Shared Brand Platform

Information landing page

Intranet banner ads

Promotional eblasts

Mirrored Digital Communications

PIA meeting showcase

Health Network Meeting preview challenge

Face-to-face Engagements, Influencer Communications

Peer-Influencer communications

WHO’s eLearning Ambassador Pilot

GAVI Change Management ActivitiesAlan Brooks, Director for Health Systems and Immunisation Strengthening, Gavi Alliance

Panel Discussion Q&A

Tracy Rehberg, Change Management Strategist, Bull City Learning

Richard Duncan, Senior Immunization Specialist, UNICEF

Alan Brooks, Director for Health Systems and Immunisation Strengthening, Gavi Alliance