Organizational Change Management (OCM)

Successful change depends on preparing, equipping, and supporting people as they move through transitions to new processes and solutions. When individuals adopt change effectively, organizations are far more likely to achieve their intended outcomes. Even the best-designed initiatives fall short if people are not ready, willing, or able to change.

At KU, Organizational Change Management (OCM) focuses on the individual experience of change and uses established Prosci methodologies to ensure changes are adopted and sustained.

Our OCM Approach

The Project & Organizational Change Management (POCM) team integrates OCM throughout the project lifecycle. Change considerations begin during project intake and continue through implementation and sustainment using:

Prosci ADKAR Model
Prosci Change Triangle (PCT) Assessment
Risk Assessment

These tools allow us to tailor change support to each project—providing the right level of communication, training, and reinforcement without overburdening project teams.

OCM services are customized to the needs of each project and may include:

Coordination and Facilitation

Training facilitation
Coordination of communication tools and materials
Campus communications (Campus Insider, KU Today, etc.)
Targeted messaging
Project documentation

Knowledge and Reinforcement

Guidance on what users need to know about the changes
Expectations for new solutions or processes resulting from project delivery
Reinforcement and sustainment tools to support long‑term adoption

Measuring and Celebrating Success

Identification of sustainment owner for new solution or process
Communication of effectiveness and adoption metrics

The ADKAR Model

Prosci’s ADKAR Model explains how people successfully move through change—one step at a time. For change to stick, individuals need:

Awareness of why the change is needed
Desire to support and participate in the change
Knowledge of how to change
Ability to apply new skills and behaviors
Reinforcement to sustain the change over time

If any one of these elements is missing, adoption can break down. ADKAR helps leaders and project teams identify where people are stuck and what support is needed to move them forward.

OCM at KU centers on these five building blocks to ensure change is not only implemented—but adopted and sustained.

ADKAR in Practice

ADKAR Element	What It Means	How OCM Supports It	Indicators of Success
Awareness	People understand why the change is happening and the risks of not changing.	Sponsor messaging, consistent communication, and clear articulation of the case for change.	People can articulate the reason for the change and its importance.
Desire	People are motivated to support and participate in the change.	Sponsor and manager engagement, addressing concerns, and highlighting benefits.	Willing participation and reduced resistance.
Knowledge	People know how to change and what is expected of them.	Training, documentation, job aids, and just‑in‑time resources.	Availability and use of training materials; questions focus on application rather than basics.
Ability	People can apply new skills and behaviors in their daily work.	Hands‑on practice, coaching, and reinforcement by managers.	Demonstrated competency and consistent use of new processes or tools.
Reinforcement	Change is sustained over time.	Metrics, feedback, recognition, and identified sustainment ownership.	Adoption metrics met, ongoing reinforcement mechanisms in place, and a sustainment owner identified.

Prosci Change Triangle (PCT) Assessment

The Prosci Change Triangle (PCT) Assessment helps us understand the health of the four critical aspects present in every project:

Sponsorship
Project Management
Change Management
Success

This short assessment highlights what is working well, what may be at risk, and where additional focus is needed. It may be completed more than once during a project lifecycle as projects evolve.

Risk Assessment

The Risk Assessment helps determine the appropriate level of change management support for each project. Because no two projects are alike, this ensures:

Simple projects are not burdened with unnecessary communication or activities
High‑impact or high‑risk projects receive the level of support required for successful adoption

This balanced approach allows OCM support to be both efficient and effective.

Roles in Successful Change

Organizational change is most successful when leaders at all levels actively support it. Sponsors and people managers play distinct—but complementary—roles in helping individuals understand, adopt, and sustain change.

Project Sponsors

Project sponsors are senior leaders or decision‑makers who authorize and champion a change. Their visible support is one of the strongest predictors of successful adoption.

Sponsors support successful change by:

Clearly communicating why the change is happening and why it matters
Demonstrating visible commitment to the change
Aligning priorities and removing barriers
Reinforcing expectations and celebrating progress and success

When sponsors are active and engaged, individuals are more likely to understand the purpose of the change and feel confident moving forward.

People Managers

People managers bring change to life for their teams. As the most trusted source of information for employees, managers play a critical role in shaping the day‑to‑day experience of change.

People managers support successful change by:

Reinforcing key messages and expectations in team‑specific terms
Helping employees understand how the change impacts their roles
Coaching and supporting employees as they learn new skills or behaviors
Observing adoption, addressing concerns, and providing ongoing feedback

Strong people manager engagement builds confidence, capability, and reinforcement—helping ensure change is not only implemented, but sustained.

The Project & Organizational Change Management (POCM) team partners with sponsors and people managers across campus to equip them with the tools, guidance, and support needed throughout the change lifecycle.