Introduction: why this action matters for adoption
During a change, people do not only ask, “What is changing?” They ask, “Is this working, is it worth the effort, and what should I do next?” Publishing charts and graphs that highlight progress so far helps answer those questions visibly and repeatedly. Done well, this is a change communication and engagement intervention: it builds awareness, reinforces momentum, reduces uncertainty, and gives managers a concrete way to discuss adoption with their teams.
This action is especially useful because adoption happens through individuals changing how they work. Prosci’s ADKAR model frames successful individual change as movement through Awareness, Desire, Knowledge, Ability, and Reinforcement [Prosci]. (prosci.com) Progress visuals can support several of those outcomes when they show meaningful movement, name remaining barriers, and clarify the next action.
What this action is and when to use it
A progress chart is a visible awareness asset that summarizes how the change is going against adoption, readiness, behavior, or benefit measures. It might be a digital dashboard, intranet graphic, team-room poster, slide for manager huddles, or a visual management board. IHI describes visual management boards as communication tools that provide at-a-glance quantitative and qualitative performance information to help teams coordinate work and monitor improvement [IHI]. (ihi.org)
Use this action when the audience needs confidence, not just information. It works well after a pilot, during training rollout, approaching go-live, during hypercare, or when resistance is being fueled by rumors that “nothing is improving.” It is less useful before there is a baseline or when the change team cannot explain what the measures mean.
Preparation: inputs, stakeholders, materials, timing, and decisions needed
Start with the adoption question: “What progress does this audience need to see to keep moving?” Avoid reporting only project activity, such as “system configured” or “training deck complete.” Include adoption measures such as usage, proficiency, readiness, manager confidence, behavior compliance, issue resolution, or benefit indicators. Prosci’s 12th edition summary highlights adoption, utilization, and proficiency as change success metrics [Prosci, 2023]. (prosci.com)
Confirm the baseline, current value, target, data owner, refresh date, and interpretation. PMI advises measuring change before, during, and after implementation so leaders can identify barriers and reduce risks to benefit realization [PMI, 2015]. (pmi.org)
Stakeholders usually include the change manager, project lead, data owner, sponsor, people managers, internal communications, HR or learning partners, and representatives from impacted groups. Decide where the visual will appear, how often it will be updated, who approves it, and what managers should say when employees ask difficult questions.
Step-by-step facilitation guide
Define the purpose. State the one thing the audience should understand from the chart. The CDC Clear Communication Index recommends one main message, placed prominently, supported by visuals, and connected to a call to action [CDC, 2025]. (cdc.gov)
Select a small set of measures. Choose one outcome measure, one adoption behavior measure, one readiness or sentiment measure, and one “barrier being removed” measure if relevant.
Create the chart responsibly. Use a clear title, show the baseline and target, label axes, include the data date and source, and avoid decorative clutter. Government Analysis Function guidance recommends accessible chart titles, text alternatives, limited clutter, and direct labeling where possible [Government Analysis Function, 2023]. (analysisfunction.civilservice.gov.uk)
Add interpretation. Do not publish a graph and expect people to infer the story. Add a short statement such as: “Claims teams have moved from 42% to 71% correct use of the new workflow; the next focus is reducing rework in step three.”
Equip managers. Provide a two-minute talk track: what improved, what is still hard, what support is coming, and what the team should do this week. Prosci’s research summary notes that people managers remain preferred senders for personal messages about change [Prosci, 2023]. (prosci.com)
Publish where the audience already looks. Use team meetings, shift huddles, collaboration channels, break areas, intranet pages, or leader updates. If using a physical board, place it where people naturally gather and can discuss it.
Invite feedback. Ask, “Does this match your experience?” and “What is blocking the next improvement?” PMI emphasizes measuring comprehension, participation, comments, and feedback during execution [PMI, 2015]. (pmi.org)
Refresh or retire it. An outdated chart damages trust. Set a cadence and remove the asset when it no longer supports a current adoption decision.
Example: how this could be applied in a real change initiative
A company is rolling out a new CRM process to 600 sales and service employees. Early feedback shows skepticism because the old tool is faster for experienced users. The change manager publishes a weekly “CRM adoption progress” visual in manager huddles and on the sales intranet.
The chart shows four measures: percentage of active users, percentage of opportunities updated correctly, average duplicate-entry issues per team, and number of manager coaching sessions completed. The headline says, “We are using the new CRM more consistently, but data quality is the next adoption barrier.” The sponsor introduces the business progress; managers discuss the personal impact and next team action. This connects progress visibility with coaching, which is important because adoption depends on employees changing day-to-day behavior [Prosci]. (prosci.com)
Roles and responsibilities
Role | Responsibility |
Change manager | Defines adoption message, facilitates approvals, prepares manager guidance, monitors feedback. |
Sponsor | Explains why progress matters to business outcomes and acknowledges remaining barriers. |
People managers | Translate the chart into team-level meaning, coach behavior, collect questions and resistance. |
Project or product lead | Confirms delivery facts, roadmap implications, and issue-resolution status. |
Data owner | Validates measures, baseline, refresh date, and caveats. |
Internal communications | Ensures tone, channel fit, accessibility, and consistency with broader messaging. |
Impacted employees or change champions | Test whether the visual is understandable and credible. |
Common mistakes to avoid
Do not confuse delivery progress with adoption progress. A project can be “on schedule” while employees are not ready or able to use the change.
Do not publish green status when employee experience is red. If the chart ignores known pain points, it will feel like propaganda.
Do not overload the visual. Government chart guidance warns that clutter and too many categories make charts harder to understand [Government Analysis Function, 2023]. (analysisfunction.civilservice.gov.uk)
Do not rely on the chart alone. Pair it with manager discussion, sponsor reinforcement, and a way to act on feedback.
Do not hide uncertainty. If the data is partial, say so. Credibility is more valuable than a perfect-looking graph.
Measures of success or adoption indicators
Track whether the asset is being seen, understood, discussed, and acted on. Useful indicators include views or attendance, manager huddle completion, pulse-survey comprehension, employee comments, reduction in repeated questions, change in sentiment, increased use of the new process, proficiency scores, issue closure rates, and movement toward benefits. PMI recommends measuring readership, engagement, comprehension, desired behavior changes, and post-deployment adoption outcomes [PMI, 2015]. (pmi.org)
Checklist for the change manager
The chart answers a specific adoption question.
Measures include baseline, current value, target, source, and date.
The message is concise and includes a clear next action.
The visual is accessible, uncluttered, and understandable without a long explanation.
The sponsor and managers have tailored talking points.
The asset is placed in a natural audience channel.
Feedback is collected and reviewed.
The refresh cadence and owner are clear.
The chart is retired or redesigned when the phase changes.
Optional reusable message outline
Headline: “Progress so far: [audience/change] has moved from [baseline] to [current result].”
What this means: “This shows [interpretation]. It matters because [adoption or business reason].”
What we heard: “Teams told us [barrier or concern].”
What is changing next: “The project/change team will [support action].”
What you should do this week: “Please [specific behavior or participation request].”
Where to get help: “[Manager/channel/support resource].”
References
ACMP. Standard for Change Management, 2nd ed. 2025.
https://acmpmexico.org/wp-content/uploads/2025/10/ACMP_Standard_2.0.pdf
Prosci. The Prosci ADKAR Model. No publication date stated.
https://www.prosci.com/methodology/adkar
Prosci. Best Practices in Change Management – 12th Edition Executive Summary. 2023.
https://www.prosci.com/hubfs/Website_English/2.downloads/research-executive-summaries/Best-Practices-in-Change-Management-12th-Edition-Executive-Summary.pdf
Ferraro, Jack P. “Measure twice, change once: practical strategies for change management.” Project Management Institute. 10 Oct. 2015.
https://www.pmi.org/learning/library/practical-strategies-for-change-management-9887
Amabile, Teresa M., and Steven J. Kramer. “The Power of Small Wins.” Harvard Business Review / Harvard Business School faculty listing. May 2011.
https://www.hbs.edu/faculty/Pages/item.aspx?num=40244
Government Analysis Function. “Accessible charts: a checklist of the basics.” 2 May 2023.
https://analysisfunction.civilservice.gov.uk/policy-store/charts-a-checklist/
Centers for Disease Control and Prevention. The CDC Clear Communication Index. Last reviewed 29 May 2025.
https://www.cdc.gov/ccindex/index.html
Institute for Healthcare Improvement. “Visual Management Board.” No publication date stated.
https://www.ihi.org/library/tools/visual-management-board