Change can be represented by three distinct steps: A current state, a transition period and a final state. These steps make up the change journey.
A successful change is one where the change leader is able to support individuals along their unique change journey. A journey that traverses a place that is secure, known, familiar and proven, through a transitionary period to a place that is unknown, uncertain and unfamiliar. To help ensure a smooth transition, we've developed some resources that can be used to adapt to new changes.
Before embarking on the change initiative, please contact your Change Management Prosci Certified representative for support.
Sizing the change
The amount of change management (CM) dedicated to any given initiative will vary project by project. Use sizing the change tool (zip) as early as possible (i.e., once a change is determined and the sponsor identified) to evaluate the degree of CM activities needed to support the change and to maximise change management benefits. The questions asked build on the foundations that make for successful change projects in large organizations, they will challenge you to think about the key aspects of delivering the change to your team/unit/department or beyond.
Defining the Change Management strategy
The strategy describes who the impacted stakeholders will be and how the change will impact them whether it be a small workgroup or organization wide. Capturing and reporting on these unique characteristics will help to inform change management plan and activities.
The change management strategy template helps the change leader to:
- Describe the change
- Define the impacted stakeholder groups
- Identify tactics to consider minimizing the impact the change may have on those impacted
- Capture perceived benefits for the change, which will then inform key messages and communications planning activities
Determining change preparedness
Whether you are an adopter of change or leading the change use these readiness assessment tools to determine the level of change preparedness.
Individual preparedness assessment tools:
- Readiness Assessment checklist (pdf). Designed for individuals impacted by the change to determine level of readiness. Questions that cannot be confidently checked off will be areas to focus change management attentions.
- The Prosci ADKAR model is a useful tool that helps guide individuals or groups through change. The tool identifies five steps individuals need to achieve for positive change outcomes to be realized. For those interested, a free download of the ADKAR model is available.
Change leader assessment tool:
- Readiness Assessment Supporting my Team (pdf). Designed for the change leader to determine the level of readiness in supporting the team. Questions that cannot be confidently checked off will be areas to focus change management attentions.
Preparing the Change Management and Communications Plan
The Change Management and Communication Plan serves two purposes. It provides the change leader with a framework to define the change management strategy and the change management communications plan. In addition, the document provides the reader with a clear picture of the change, the steps that will be taken to increase project success, the potential cost of the project along with the timelines for implementation.
Anticipating and responding to resistance
Resisting change is a normal reaction for many. Proactively identifying the points of resistance or barriers that limit individuals from adopting the desired change can increase change adoption levels and positively impact business outcomes. Examples of potential points or resistance or barriers, include:
|Changes to job roles and responsibilities||Employee peers, and managers resist administrative and technological changes that result in their role being changed, eliminated or reduced||
Communicate frequently and clearly
Consult with HRP early and continue beyond implementationProvide training opportunities (if applicable)
|Fear of the unknown||Employees are not involved / engaged in informing the change.||
Offer two-way feedback communicationIdentify SME’s or early change adopters to promote change
|Fear of failure||Employee(s) doubt abilities to perform duties||
Communicate changeProvide training and opportunity to test Build confidence
|Trust||Low level of trust with past experience with change initiatives. Possibly due to lack of transparency / accountability or poorly managed projects||
Create a climate of trust
Focus attentions on re-building trust where neededEngage managers
For more information on potential areas of resistance, please contact us.