PROSCI CHANGE
TRANSFORMATION LAB
"Every transformation is a people transformation."
Step into the role of Change Director. Diagnose. Decide. Influence. Adapt. Sustain. Your decisions move sponsor alignment, ADKAR progression, readiness, resistance, adoption, reinforcement and benefits realization — and the simulation will not tell you the right answer before you commit.
ACTIVITY ≠ OUTCOME
The Lab makes this distinction visible everywhere. Every metric on the left is an activity. Every metric on the right is the outcome it is routinely mistaken for.
- Training completed≠Ability
- Communication sent≠Awareness
- Sponsor approval≠Sponsorship
- Go-live≠Adoption
- Adoption≠Reinforcement
- Reinforcement≠Benefits realization
Why gates exist
Programmes with formal readiness gates met or exceeded adoption targets at 6 months post go-live at more than 2× the rate of programmes without gates.
Sponsorship ≠ approval. Effective sponsors communicate, build coalitions, remove barriers, and hold the organization accountable for adoption.
ADKAR
- AAwareness
Understanding why the change is necessary.
- DDesire
Personal motivation to support and participate in the change.
- KKnowledge
Understanding how to change — processes, tools, behaviours.
- AAbility
Demonstrated skill to implement the change in the real role context.
- RReinforcement
Sustained incentives and accountability that keep the change in place.
Prosci 3-Phase Process
- 01Prepare Approach
Define success, define impact, define approach. Organizations skipping Phase 1 experience disproportionate failure rates in Phases 2 and 3.
- 02Manage Change
Plan and act: sponsor coalition, communication architecture, capability, deployment with readiness gates.
- 03Sustain Outcomes
Review performance, activate reinforcement, transfer ownership. The most under-resourced phase in the case universe.
The two lenses run simultaneously in the Lab: organizational infrastructure is what moves individuals through ADKAR milestones. When a Desire gap appears, the organizational response is manager coaching and stakeholder engagement — never "send more training".
TWO NEW INTERACTIVE OD WORKFLOWS
OD Simulation Lab
One shared case — THE TRANSFORMATION THAT STALLED — run through two fundamentally different paradigms of Organisational Development. Same problem, same stakeholders, same evidence: different lens, different questions, different insights, different interventions.
DIAGNOSTIC OD
Expert-led organisational diagnosis
Contracting, evidence gathering, a ten-dimension diagnostic canvas, McKinsey 7-S / Burke-Litwin / Weisbord lenses, confidence-labelled root causes, intervention design and a diagnose → intervene → observe → re-diagnose simulation.
DIALOGIC OD
Co-creation, dialogue & emergent change
Stakeholder voice mapping, meaning-making, generative questions, Appreciative Inquiry / World Café / Open Space / Future Search, a live facilitation simulation with trust and safety at stake, emerging futures and small experiments.
