IST-Implementation Success

Managing Transitions

At the heart of the UHR Implementation Success Model is the recognition that change is both a situational and psychological process. William Bridges’ Managing Transition Model is a framework that focuses on the psychological and emotional aspects of change, emphasizing that successful change isn’t just about the external shifts (new policies, procedures, or structures) but about how people internally transition through those changes. Unlike many change models that concentrate on the process and logistics, Bridges’ model centers on the human experience of change, recognizing that people must emotionally let go of the old before they can fully embrace the new.

The model is built around three key phases:

1. Ending, Losing, Letting Go

This first phase occurs when people are asked to leave behind familiar habits, roles, relationships, or systems. It’s a period marked by resistance and emotions such as fear, anxiety, anger, or denial. People may grieve the loss of what was familiar, even if the change is perceived as positive.

• Key Challenges: Letting go of the past, dealing with feelings of uncertainty and loss.
• Support Needed: Communication to acknowledge what is being lost and helping people process these emotions through empathy, clarity, and encouragement.

2. The Neutral Zone

In this phase, people are in between the old and the new. The old way is gone, but the new has not yet fully taken shape. It’s a time of ambiguity and uncertainty, where productivity may dip, and individuals may feel disoriented or confused. However, it’s also a period of creativity and innovation, as people begin to explore new ideas and ways of doing things.

• Key Challenges: Anxiety from lack of clear direction, uncertainty about roles, and potential declines in morale or performance.
• Support Needed: Frequent communication, guidance, and reassurance. Encouraging experimentation, providing training, and addressing concerns can help people navigate this uncertain period.

3. The New Beginning

The final phase is marked by acceptance and commitment to the new reality. People have started to embrace the change, and there’s renewed energy and focus on the new way of doing things. This phase brings clarity, with people feeling more comfortable in their roles and confident about the future and productivity will increase.

• Key Challenges: Ensuring people fully embrace the change and don’t revert to old habits.
• Support Needed: Reinforcement of the new way through recognition, feedback, and celebration of successes. Clear communication of the benefits of the change and a vision for the future helps embed the new mindset and behaviors.

Bridges’ model emphasizes that while change itself is situational (new systems, processes, or policies), transition is psychological and emotional. Managing transitions requires addressing the emotional reactions people experience at each stage, from letting go of the old, through the discomfort of the in-between, to fully adopting the new. Successful change happens when organizations understand and support their people through these phases.

The three phases may have different durations for different people.  One person may have a short transition while another may have a longer transition zone.  And moving through and from one phase to another may not be linear.  For example, individuals may be moving through the transition zone, then encounter something that pushes them back toward the beginning of the zone.  When people understand the phases and their non-linear nature, it is easier for them to understand what they are feeling, where they are in the transition, and that they will work through it.

Productivity

As individuals move through the phases of Bridges’ transition model, their productivity is likely to follow a predictable curve, often referred to as the productivity curve. In the Ending, Losing, Letting Go phase, productivity typically declines as employees grapple with emotional responses to the change, making it crucial for leaders to provide empathetic support and communication. Once in the Neutral Zone, the productivity dip can deepen as uncertainty and confusion prevail; however, this is also a crucial time for fostering creativity and innovation, where individuals begin to explore new possibilities. Finally, in the New Beginning phase, as acceptance and commitment grow, productivity tends to rebound and even surpass previous levels as employees fully embrace the new systems and practices. Recognizing and addressing the productivity curve throughout these phases allows for timely interventions and support that can help individuals transition more effectively, ensuring a smoother path to sustained performance and success.

Adoption Curve of Innovation

Complementing Bridges’ focus on transition, Rogers’ Adoption Curve of Innovation highlights how different individuals respond to innovation over time, putting them into five categories. The model applies this understanding to promote a tailored approach to communication and engagement, ensuring that the unique needs of each adopter group are met, fostering acceptance and adoption across the organization.

1. Innovators (2.5%): The first to adopt an innovation. They are risk-takers, adventurous, and often the ones driving innovation within an organization. Innovators are comfortable with uncertainty and are willing to experiment. 
2. Early Adopters (13.5%): These individuals are opinion leaders and are quick to adopt new innovations after the innovators. They are often seen as trendsetters, and their endorsement helps bridge the gap between the innovators and the broader population. Innovators and early adopters are crucial for early momentum in the change process, helping to engage stakeholders and demonstrate the viability of the innovation.
3. Early Majority (34%): This group adopts an innovation once it has been tested and proven successful by the early adopters. They are pragmatic and deliberate, needing more evidence of the innovation’s value before fully embracing it.  It is vital to communicate progress and deliver tangible results to these stakeholders all throughout the implementation.
4. Late Majority (34%): Skeptical of change, the late majority adopts an innovation only when it becomes the norm or is required. They need significant assurance and support, and they tend to follow the majority once the innovation is widely accepted.
5. Laggards (16%): The last to adopt an innovation. Laggards are typically resistant to change and prefer to stick to traditional methods. They only adopt when there’s no other option or when the innovation becomes essential.  

This curve illustrates that adoption happens gradually and depends on various factors like risk tolerance, social influence, and perceived benefits. Successful implementation of innovations relies on understanding and addressing the needs of each group at each phase of the change.

Pack Practices for Successful Change

To ensure the successful adoption and implementation of change at NC State, a structured and systematic approach is essential. The Pack Practices for Successful Change is specifically designed to guide NC State leaders, sponsors, change managers, and employees through transitions, minimizing resistance and maximizing engagement. This model is heavily influenced by the ADKAR change management model, which emphasizes the importance of individual change in the overall success of transformation. This model outlines five key phases: Align Sponsors & Leaders, Engage Stakeholders, Assess Change Impact, Address Learning Gaps, and Sustain Practices

Communicate with Intent

At the heart of NC State’s Pack Practices lies the understanding that intentional communication is critical throughout every phase of the change initiative. From the outset, project teams must communicate with clarity, consistency, and purpose. Intentional communication ensures that all stakeholders fully comprehend the reasons for the change, its implications, and the strategies for implementation. Every message must be carefully crafted to enhance understanding and foster engagement.

Effective communication remains paramount in every phase, ensuring:

• Tailored Communication: Tailor messages to different roles, personas, departments, or individual needs. What’s crucial for one audience may not be for another.
• Explanation of the ‘Why’: Clearly articulate the need for change, incorporating both rational and emotional appeals to resonate with all stakeholders.
• Utilization of  Multiple Channels: Use a variety of formats, such as emails, intranet posts, meetings, and town halls, to ensure the message reaches everyone.
• Regular Updates: Provide frequent, transparent updates on progress, challenges, and successes to maintain momentum and trust.
• Two-way Communication: Create opportunities for stakeholders to ask questions, share concerns, and offer feedback, fostering a sense of collaboration.

By implementing these communication strategies, the Pack Practices for Successful Change promotes greater employee understanding, transparency, and collaboration. Ultimately, it enables a comprehensive, approach to managing organizational change, emphasizing leadership alignment, stakeholder engagement, and continuous improvement to ensure lasting success.

UHR Implementation Success Model

The UHR Implementation Success Model brings together ideas from William Bridges’ Managing Transitions Model and Rogers’ Adoption Curve of Innovation, along with NC State’s own Pack Practices for Successful Change. The model recognizes that making a change is more than just switching to something new. People need time and support to let go of the old, figure out how to adjust, and feel ready to accept and succeed with the new. The UHR Implementation Success Model focuses on three key ideas:

• Helping People Transition: Bridges’ model explains that change happens in three stages: letting go of the old, navigating the in-between phase, and embracing the new.
• Understanding who is willing to adopt the change: Rogers’ Adoption Curve shows that different people adopt change at different rates, from early adopters to those who wait until the very end.
• Using Clear Steps: NC State’s Pack Practices give a clear path to follow during change, focusing on getting leaders ready, working with stakeholders, understanding the impact, building skills, and keeping the changes in place.