Change Management: Tools and Templates

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, 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 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.

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:

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