| Before proceeding with a proposed change | | | | The preparation for and documentation of the |
| initiative, you need to be very clear about this: | | | | Blueprint for change will have identified most of |
| # The organisational need for the change | | | | the issues that you are likely to face. You now |
| # The specifics of what will change | | | | need to take this a stage further and examines |
| # The benefits of the change | | | | risk in terms of the: |
| # The impacts of the change | | | | # Potential |
| Here is a Practitioners Quick Guide to a change | | | | # Likelihood |
| initiative. It is based on these simple, fundamental | | | | # Timing |
| questions: | | | | # Impact |
| (1) Blueprint for change - why am I doing this and | | | | Risk is assessed across various levels: |
| how is it going to be different when I've made | | | | # Strategic level |
| the change? | | | | # Programme level |
| The more detail and clarity you have about this, | | | | # Project level |
| the greater the chance you have of being able to | | | | # Operational or "business as usual" level |
| communicate it to your staff and customers - | | | | The risk assessment process should involve all |
| and the higher the probability that you will actually | | | | key stakeholders who are impacted by the |
| achieve it! In terms of how your changed | | | | change. The risks are logged in a risk log and |
| organisation will be different, you need to know | | | | regularly reviewed. |
| precisely: | | | | (6) Steps to change - what steps do I have to |
| # How it will be different? | | | | take to make the changes and get the benefit? |
| # Where it will be different? | | | | This is the area where most people are strongest |
| # Why it will be different? | | | | and focus most of their attention: "What steps do |
| # When it will be different? | | | | I have to take to make the changes and the get |
| (2) Benefits of change- how is it going to benefit | | | | the benefit of this change?" |
| the organisation and how will I know it has | | | | Key elements include: |
| benefited the organisation? | | | | # Your first big decision is the "Business as Usual" |
| For each anticipated benefit you need to know | | | | test - is it Incremental Change or a Step Change? |
| the following: | | | | If it's a step change, then you need some form |
| # Description - what precisely is it? | | | | of structured methodology and people to fulfil the |
| # Source - What new capabilities will make it | | | | leadership and management roles. |
| possible? | | | | # A project management led approach is not |
| # Observation - what differences should be | | | | enough. You need the wider perspective of a |
| noticeable before and after? | | | | programme-based approach to manage the links, |
| # Attribution - where in the future business | | | | overlaps and dependencies between tasks and |
| operations does it arise? | | | | projects, and to apply the principles outlined in this |
| # Measurement - how will it be measured? | | | | guide. |
| # Dependencies - on other projects, tasks, risks | | | | # As you plan the change initiative, you need an |
| and issues? | | | | overall schedule of all of the initiatives and |
| # Timescales - when is it expected to occur and | | | | projects that are going to deliver the new |
| over what period of time will realisation of the | | | | capabilities that will realise the benefits. |
| benefit take place? | | | | # This needs to be supported by the collation of |
| # Management - who is responsible for ensuring | | | | all project documentation e.g. business case, |
| that the organisational change delivers the benefit | | | | description, dependencies, risks, deliverables, dates |
| (3) Impacts of change - who is it going to affect, | | | | etc. |
| how will it affect them and how will they react? | | | | # The over-riding purpose of the programme plan |
| Recognise the difference between organisational | | | | is to ensure that nothing jeopardises the delivery |
| change and the individual transition - the emotional | | | | of the capabilities and realisation of the benefits |
| dimensions that accompanies those changes: | | | | (7) Leading and managing change - how am I |
| # Transition is not the same as change | | | | going to lead and manage all this so that it |
| # Change is what happens to you - externally | | | | happens and I succeed? |
| # Transition is what you experience - internally | | | | Most change methods ignore the emotional |
| 3 simple questions to start the process | | | | dimension of the personal transition. Ignoring the |
| # What is changing? | | | | transition is a major cause of change resistance |
| # What will actually be different because of the | | | | and change failure. Leading your people through |
| change? | | | | this transition is as important as managing the |
| # Who is going to lose what? | | | | organisational change |
| (4) Communicating change - what can I do to help | | | | Many directors and senior managers have the |
| them accept the change and to get them "on | | | | emotional detachment and objectivity to make |
| side"? | | | | clear, sound strategic decisions yet seem to lack |
| The single biggest barrier to effective workplace | | | | the "counter-balancing" self-awareness and |
| communication in a change management situation | | | | emotional intelligence to realise the impact of their |
| is quite simply the disconnection between the | | | | decisions. This omission frequently [and |
| change leader and those who are or will be | | | | unnecessarily] delays or jeopardises the |
| impacted by the change. | | | | implementation of their strategic vision and the |
| The key FACTUAL questions that your | | | | realisation of the organisational benefits |
| communication strategy needs to address: | | | | The primary causes of failure in change initiatives |
| # What are the objectives? | | | | are all people related, and to do with emotions. So |
| # What are the key messages? | | | | change leadership requires some very special |
| # Who are you trying to reach? | | | | qualities in the person[s] leading the change. This is |
| # What information will be communicated? | | | | more to do with "being" than "doing". What you |
| # When will information be disseminated, and | | | | do, and how you do it will be largely determined |
| what are the relevant timings? | | | | by how you are as a person. |
| # How much information will be provided, and to | | | | # Are you inspired in your heart and mind, and do |
| what level of detail? | | | | you show it? |
| # What mechanisms will be used to disseminate | | | | # Are you connected to yourself, the world and |
| information? | | | | the people around you? [I don't mean as a |
| # How will feedback be encouraged? | | | | concept but as felt or sensed reality]? |
| # What will be done as a result of feedback? | | | | # Do you have a vision and communicate it with |
| The key EMOTIONAL questions that your | | | | passion and purpose? |
| communication strategy needs to address: | | | | # Do you allow your emotion to speak to others |
| # What is changing? | | | | in a way that transcends their mind, and speaks |
| # Clearly express the change leader's | | | | to their heart? |
| understanding and intention | | | | # Do you pay personal attention to others in a |
| # What will actually be different because of the | | | | way that engages them and generates their trust |
| change? | | | | and commitment? |
| # Who is going to lose what? | | | | # Do you genuinely care about others, what they |
| (5) Risks of change - what risks and issues do i | | | | want, and how you can help them meet their |
| have to face and how can i mitigate those risks? | | | | objectives as well as yours? |