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 can support individuals along their unique change journey. A journey that traverses a place that is secure, known, familiar and proven (the current state), through a transitionary period which is uncertain to a future state that is unfamiliar.
To support employees with their transition, we've developed some resources that can be used to plan out the change.
Questions? Please contact us 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 file) 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 maximize 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.
STAKEHOLDER MATRIX
Completion of the stakeholder matrix exercise enables the project team and subject matter experts (SMES) to:
- categorise our stakeholder groups (according to their level of power/influence and interest) which will inform the degree of CM actions needed.
- help visualize and understand the volume of stakeholders.
- document and determine each stakeholder’s level of commitment to the change, whether this is negative or positive.
- focus on and, prioritize resources.
- uncover potential risks that may arise during the project.
Interpreting the matrix quadrants
Group 1: Low interest, low power
People who have little power/influence and little stake in the project. A low priority group, needing minimal effort from a Change Management point of view.
Group 2: High power and low interest
Individuals who have power but little stake in the project. An important group to monitor and handle with care from a Change Management perspective. This group has the means to influence the project while not being particularly involved in it.
Group 3: High interest, low power
People with low influence and a high stake in the project. This group will need support to participate in the project. They are engaged but have little power over the project and for this reason keeping them informed of developments will be key to keeping this group engaged and increase buy-in for the change.
Group 4: High power, high interest
People who have power and large stake in the project. This is our priority group and includes individuals who have influence over the project and a high level of interest in it too. Active engagement will be key with this group to ensure project success and overall project change adoption.
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 PLAN
The Change Management and Communication Plan provides the change leader with a framework to define the change management approach. 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.
PREPARING THE CHANGE MANAGEMENT AND COMMUNICATIONS PLAN
The Change Management Communications Plan template is designed to assist the author to systematically plan out how the change will be communicated to stakeholders, what the key messaging will be, and which channels will be used to disseminate and receive messaging.
The completed template will:
- Document your stakeholder list
- Define the key messages by stakeholder group.
- Identify the preferred communication channels, ideally allowing for 2-way open feedback
- Identify the appropriate sender for each communication
- Identify the target communication dates
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:
| Potential Barrier | Rational | Strategy |
|---|---|---|
| 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 |
Acknowledge concerns Communicate frequently and clearly Consult with HRP early and continue beyond implementation Provide training opportunities (if applicable) |
| Fear of the unknown | Employees are not involved / engaged in informing the change. |
Engage employees Build awareness Minimize rumours Offer two-way feedback communication Identify SME’s or early change adopters to promote change |
| Fear of failure | Employee(s) doubt abilities to perform duties |
Communicate change Provide 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 needed Engage managers |
For more information on potential areas of resistance, please contact us.
BUILDING YOUR CHANGE CHAMPION NETWORK
The following toolkit has been developed to support the Change Leader to create a volunteer network of champions.
- Making the case, recruiting champion volunteers
- Why a Change Champion network?
- Introductory memo to managers
- Introductory memo to champions
- Training champions
- Orientation slide deck
- Setting champions up for success
- Teams channel set up and guidelines document
- Training opportunities
- Improving the approach
- Change Champion exit survey questions