& Construction

Integrated BIM tools, including Revit, AutoCAD, and Civil 3D
& Manufacturing

Professional CAD/CAM tools built on Inventor and AutoCAD
Integrated BIM tools, including Revit, AutoCAD, and Civil 3D
Professional CAD/CAM tools built on Inventor and AutoCAD
Any referenced datasets can be downloaded from "Module downloads" in the module overview.
Transcript
00:03
Now that we know change is important, let's talk about how change occurs or doesn't.
00:09
People willingly make a change when the outcome outweighs the sacrifice.
00:15
We're willing to go through the pain of buying,
00:17
installing and setting up that big screen TV when our excitement for the TV outweighs the cost and the effort.
00:24
Organizations make a change by migrating individual people from the current state through a transition state to a new state.
00:33
And the failure modes we already discussed happen when we fail to move people's behaviors from the current to the new.
00:42
This happens when we leave someone behind or we take too long to make the transition, or people just transition back.
00:50
Let's look at it this way.
00:52
If I told you that you should change your pet from a dog to a cat or from a cat to a dog,
00:59
because one is better than the other, what would happen?
01:03
Would you do it? Or what if I told you to switch your favorite football team?
01:09
What would you say?
01:10
What if I gave you every logical or statistical reason in the world? Would you switch them? Why is this so hard?
01:19
When we tell people that we want them to change what they are doing now to something new,
01:25
what kind of expression do you expect to see on their faces? That's the face.
01:32
Resistance to change is instinctual. Change involves effort, discomfort, risk and sacrifice.
01:40
People generally don't volunteer for those things unless there's a reward or a good reason.
01:46
Therefore, commitment to making change takes some convincing. More emotional issues require even more convincing.
01:55
Making change happen requires two things – great leadership and a great plan.
02:01
It takes great leadership because it's all about the people and their behavior.
02:07
But you can't do it without a plan. You need a process, and that requires a method.
02:14
Combined, effective leadership and effective planning,
02:17
can increase the success probability of your initiative from 15% to 93%.
02:24
The chart here was created by Prosci. They are a group that studies change initiatives in businesses.
02:31
The supporting data was apparently collected over a period of 12 years. There are three aspects to leadership.
02:39
There's the project management where they manage the plan and the activities.
02:44
There's the change management where you manage the people through the transition and you cannot leave out the sponsorship.
02:53
That really reinforces the urgency and importance. Sponsors also break barriers when necessary.
03:00
In fact, sponsorship is a critical aspect of change leadership. Without it, changes tend to fail.
03:09
Again, according to Prosci research,
03:12
effective sponsorship alone can improve initiative success by 44%.
03:20
Sponsorship is an urgency and importance part of the formula.
03:24
However, as we've said, leadership, sponsorship isn't the entire formula. A plan is also required.
03:33
You need to build a plan around removing barriers. You do that by answering all of these questions.
03:42
I like to start with basic simple questions. Determining where the change will take place helps identify who will be affected.
03:50
The list of who helps pull out in what way they will be affected. What is changing?
03:58
Figuring out what is changing for whom helps determine the why the change is important, which feeds the communication plan.
04:07
One key thing about the communication plan is you should always keep including the why.
04:13
Even those who are bought into the plan at the beginning, if they forget the why along the way, the plan can still fail.
04:21
So, always include the why in every bit of communication.
04:27
And all of those answers help sort out how you should go about making a successful transition,
04:34
who needs to be trained, for what, and what is necessary to enable them to succeed.
Video transcript
00:03
Now that we know change is important, let's talk about how change occurs or doesn't.
00:09
People willingly make a change when the outcome outweighs the sacrifice.
00:15
We're willing to go through the pain of buying,
00:17
installing and setting up that big screen TV when our excitement for the TV outweighs the cost and the effort.
00:24
Organizations make a change by migrating individual people from the current state through a transition state to a new state.
00:33
And the failure modes we already discussed happen when we fail to move people's behaviors from the current to the new.
00:42
This happens when we leave someone behind or we take too long to make the transition, or people just transition back.
00:50
Let's look at it this way.
00:52
If I told you that you should change your pet from a dog to a cat or from a cat to a dog,
00:59
because one is better than the other, what would happen?
01:03
Would you do it? Or what if I told you to switch your favorite football team?
01:09
What would you say?
01:10
What if I gave you every logical or statistical reason in the world? Would you switch them? Why is this so hard?
01:19
When we tell people that we want them to change what they are doing now to something new,
01:25
what kind of expression do you expect to see on their faces? That's the face.
01:32
Resistance to change is instinctual. Change involves effort, discomfort, risk and sacrifice.
01:40
People generally don't volunteer for those things unless there's a reward or a good reason.
01:46
Therefore, commitment to making change takes some convincing. More emotional issues require even more convincing.
01:55
Making change happen requires two things – great leadership and a great plan.
02:01
It takes great leadership because it's all about the people and their behavior.
02:07
But you can't do it without a plan. You need a process, and that requires a method.
02:14
Combined, effective leadership and effective planning,
02:17
can increase the success probability of your initiative from 15% to 93%.
02:24
The chart here was created by Prosci. They are a group that studies change initiatives in businesses.
02:31
The supporting data was apparently collected over a period of 12 years. There are three aspects to leadership.
02:39
There's the project management where they manage the plan and the activities.
02:44
There's the change management where you manage the people through the transition and you cannot leave out the sponsorship.
02:53
That really reinforces the urgency and importance. Sponsors also break barriers when necessary.
03:00
In fact, sponsorship is a critical aspect of change leadership. Without it, changes tend to fail.
03:09
Again, according to Prosci research,
03:12
effective sponsorship alone can improve initiative success by 44%.
03:20
Sponsorship is an urgency and importance part of the formula.
03:24
However, as we've said, leadership, sponsorship isn't the entire formula. A plan is also required.
03:33
You need to build a plan around removing barriers. You do that by answering all of these questions.
03:42
I like to start with basic simple questions. Determining where the change will take place helps identify who will be affected.
03:50
The list of who helps pull out in what way they will be affected. What is changing?
03:58
Figuring out what is changing for whom helps determine the why the change is important, which feeds the communication plan.
04:07
One key thing about the communication plan is you should always keep including the why.
04:13
Even those who are bought into the plan at the beginning, if they forget the why along the way, the plan can still fail.
04:21
So, always include the why in every bit of communication.
04:27
And all of those answers help sort out how you should go about making a successful transition,
04:34
who needs to be trained, for what, and what is necessary to enable them to succeed.
Superbly executed change can increase the value of the initiative by driving results quicker. Organizational change occurs when many individuals change – all necessary individuals must succeed for 100% adoption and success.
2 things are required to drive change:
A plan addresses and prevents or removes the 5 roadblocks of successful change (5 aspects/phases of successful change according to the Prosci ADKAR model):
A simple framework for a plan begins by asking Where, Who, What, Why, How, and When the change to support the initiative will take place.
A useful tool to engage leadership to provide sponsorship is to build and present a business case that links the change to the business values.
Click the Download Resources button on the module overview page, then:
How to buy
Privacy | Do not sell or share my personal information | Cookie preferences | Report noncompliance | Terms of use | Legal | © 2025 Autodesk Inc. All rights reserved
Sign in to start learning
Sign in for unlimited free access to all learning content.Save your progress
Take assessments
Receive personalized recommendations
May we collect and use your data?
Learn more about the Third Party Services we use and our Privacy Statement.May we collect and use your data to tailor your experience?
Explore the benefits of a customized experience by managing your privacy settings for this site or visit our Privacy Statement to learn more about your options.