Change Management

Synopsis

How do you and your organization stay inspired during periods of change? Strong change management and implementation. With our Change Management deck, overcome obstacles and risk associated with periods of change, improve your venture's current processes, alter job roles, upgrade technologies and improve organizational structures to step into the future with confidence.

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Slide highlights

Learn the five steps that make up a successful change management model, from assess to sustain.(Slide 3)

A change management communication plan can provide leadership, establish clear goals and objectives, manage resistance and, well, communicate. (Slide 6)

Share your company's change strategy with stakeholders to encourage a supportive culture through times of transition. (Slide 8)

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Outcome

A change management program's success is critically dependent on the stakeholder's level of involvement. The underlying success behind any individual project, activity, or task relies on your team's level of collaboration, awareness and morale.

Exceptional guidance that is effectively communicated during times of turbulence is vital. Use this deck's change management resources to prepare, implement, and sustain positive changes for the long term.

Application

• Change management can take a few different forms. These types of change management you can conduct include systemic, project, and organizational change Project change management is when a specific project needs to shift priorities, while organizational change management is when the organization or its leaders undergo a transition. Systemic changes pertain to a company's architecture or an update to IT applications. It could also be a reframing of the infrastructure that underlines your business. Remember that different kinds of change require different strategies.(Slide 4)
• Change of any kind creates resistance. According to Forbes, 62% of employees do not like being outside a zone of comfort, which is why it is important to get everyone on board and motivated with a change management communicationsplan.(Slide 6)
• There are three main ways to communicate changes. You can communicate a change face-to-face with an all-hands meeting, share it under direct management control with communications via the executive team, or indirectly communicate it through the publication of an FAQ that lives on a company blog.
• Identify the focus and clarify the goals of your change visionso the whole team is in alignment. This step requires the identification of resources and individuals that will facilitate the process and lead the endeavor. Then, communicate this in a simple four-step visualization between "where we are now" and "where we want to be." (Slide 7)
• In change management, gap analysis is another tool to help determine what an organization needs to accomplish to conduct a change Gap Analysis that identifies the distance between where an organization currently stands and identifies key actions to reach the goals of where the company wants to be. (Slide 9)
• In a table visualization, define the what, where, when, who and how of the current state that is to be changed. Next to it, write the future state that is desired. From there, identify the gap between the two states, and select the essential actions to close the gap that need to be undertaken.
• External forces of change can often compel a change. Sometimes this change could come from regulations or legislation that compel the business to rethink how it operates. Everything from a workforce in transition to technological advancements to economic shocks and even a change in social trends can result in unintended change that must be managed. (Slide 10)
• For example, the rise of remote work in response to recent global events has led to a massive change in the workplace. This could have likely created a systemic change that your organization must now manage. For employees, they now must be provided with the tools to conduct their work from home. For those industries that frequently transmit sensitive information, more cybersecurity measures will need to be provided to employees. Even though the personnel involved are the ones that manage this change, it was global events that ignited it, which is why it's always good to have a change plan.
• Separately, internal forces of change can come in the form of a change of key leadership, impediments to recruitment, or pressure from shareholders. (Slide 11)

• While a strong change management plan is important, barriers to change like mental resistance, the limitations of existing systems or the absence of executive commitment can be difficult to overcome. Unrealistic expectations are another difficulty that needs to be addressed. (Slide 12)
• For example, upper management in your organization may have unrealistic expectations in regards to the speed of adaptation and implementation of a change. This can create a conflict that is impossible to resolve because the barrier for success is impossible to achieve. With a change management plan, you won't just be presenting a problem without a solution. Instead, you can use gap analysis or another tool to point to key activities that can be undertaken to scale up to the level of operation that upper management expects without the friction of miscommunication.
• A feedback form can be used to identify the areas of resistance in a company. Key stakeholders across projects, organizations or team leadership can be surveyed to assess the areas of resistance to change they see as impediments to a company's vision. A project manager or team leader can start with some base assumptions or gather intel then provide it in this table visualization. Team members are then surveyed and asked to rate whether they agree or disagree with the assumptions to determine their level of seriousness. (Slide 13)
• Force field analysis is used to assess the influential forces that contribute to a change. These could be driving forces in favor of a change compared to the restraining forces that hold change back from being accomplished. These forces are then assigned a rating which helps to prioritize. (Slide 16)
• For instance, take your company's customer demand for new products as a driving force. Another driving force is the increased production speed that comes with new automation tech. These are both positive forces for change, in this case, the change is the development of new products at a faster time to market.
• However, there are restraining factors as well. Less staff over time due to higher efficiency with automation has left employees resistant to these improvements. At the same time, higher production speed means a greater environmental toll as more waste is also produced. This could leave management confused over how to move forward.
• Instead, tally up the scores from both driving and restraining forces to make your decision. Because the driving forces have a higher score than the restraining forces, the driving forces take priority, and management decides to move forward with the decision to implement the change.


• Change often follows a familiar pattern. The change transition curve begins with uncertainty, descends into skepticism, rises into exploration and finalizes with commitment. This slope from urgency to commitment is the period of transition where change management occurs. (Slide 21)
• Leadership will need to form a guiding coalition that communicates a strong vision for the change and a sense of urgency to create employee buy-in. This buy-in will empower broad-based action throughout the exploratory phase and ultimately lead to short-term wins that inspire organizational commitment to incorporate the change into the larger culture
• Multiple slides in this framework can be used to manage an organization's change management plan. This table visualization includes the change request, priority, impact, effort required and total hours and financial cost of the change. (Slide 27)
• To analyze the change management cost over a fiscal year period, specific tasks required to implement a change can be broken down into their relative cost of implementation. A progress bar slider can then be used by project managers or executive teams to assess the individual's tasks percentage of completion. (Slide 30)
• To conduct aftercare and foster an environment of continual improvement, use a questionnaire[/bold ]to discover what aspects of the change process went according to plan and which elements could be improved in the future.(Slide 31)
• For example, the answer to a question like "What enabled you to sustain the changes?" could be that every few weeks, management recorded incremental improvements to productivity and the overall success of the product. Therefore, all key stakeholders involved received positive reinforcement that the change had a net positive impact on the organization
• Feedback from questionnaires conducted by all stakeholders across a project team or business can be visualized in bar graph format. This feedback will help executive management and all stakeholders involved assess key aspects of a change. (Slide 32)
• For example, in this scenario, effective leadership at all levels received mix feedback, but the entire organization overwhelmingly agreed that a strong sense of shared purpose, strong focus on customers, and commitment to learning was fostered through the change management process.

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