Prosci's Maturity Model - More Detail On Each Level

Level 1 - adhoc or absent change management (staff are not aware of change management and do not consider it necessary for managing the people side of change; if used, it is a reactive add on; there he is no integration with initiatives such as project management; some of the characteristics of organisations at this level:
"...- project leadership is focused only on the technical side of the project including funding, schedule, issue tracking and resource management
     - communications from the project are infrequent and delivered on a need-to-know basis
     - employees find out about the change first through rumours and gossip rather than structured presentation
     - executive support is only evident through funding authorisation and resource allocation; there is no active and visible sponsorship
     - people managers have little or no information about the change and have no change management skills to coach their employees through the change process
     - employees react to change with surprise and can be very resistant
     - productivity slows and turnover increases as the change is full implemented..."
Prosci, 2023h

NB How to progress from level 1 to 2
"...- use change management training, purchased change management tools, resources, more engaged change management consultant
     - apply change management to isolated projects and use change management techniques to help projects that are currently experiencing resistance to change..."
Prosci, 2023h

Level 2 - change management on isolated projects (isolated pockets of change management emerge; no structured effort to handle and/or integrate the people side of change; some characteristics of  organisations at this level:
"...- a large variation of change management practices exist between projects that many different change management approaches applied sporadically throughout the organisation; some projects may be effectively managing change while others are still in level I
     - there are elements of communication planning, but there is little sponsorship for coaching
     - change management is typically used in response to a negative event
     - little interaction occurs between the isolated project teams using change management; each new project 'relearns' the basic change management skills..."
Prosci, 2023h

At this level, you are now starting to get integration between change management and project management, ie change management is used when resistance emerges in projects; only a few projects use change management at the beginning of their projects; some elements of communication planning happen in the early part of the project's life cycle.

NB how to progress from level 2 to 3
"...- create knowledge around the different change management initiatives used in the organisation and begin research into change management best practices
     - create clusters of project teams applying change management principles
     - begin collection of knowledge and tools across the organisation and celebrate change management successes
     - begin building support for using change management with executives and senior leaders who oversee multiple projects..."
Prosci, 2023h