How To: Prepare for Change

[et_pb_section fb_built="1" admin_label="section" _builder_version="3.22" fb_built="1" _i="0" _address="0"][et_pb_row admin_label="row" _builder_version="3.25" background_size="initial" background_position="top_left" background_repeat="repeat" _i="0" _address="0.0"][et_pb_column type="4_4" _builder_version="3.25" custom_padding="|||" _i="0" _address="0.0.0" custom_padding__hover="|||"][et_pb_text admin_label="Text" _builder_version="3.27.4" background_size="initial" background_position="top_left" background_repeat="repeat" hover_enabled="0" _i="0" _address="0.0.0.0"]

Are you looking after lots of change initiatives in your workplace?

Or perhaps lost in the whirlwind of change that's happening to you and your work?

Keep reading for a short guide to preparing for change.

What is Change?

A simple definition of change is “to cause to be different”.  The idea of change management on a personal level has been studied for more than one hundred years. But it is only since the mid- 1980’s that change management has been explored within the context of business applications.

Today’s change management initiatives have become a business discipline, driving bottom-line results through changes in systems and behaviours. Managing change has therefore become a critical skill, both for leadership -- and for workers in an organisation.

Defining Your Strategy

It is critical to manage change by creating and implementing a strategy that defines an approach consistent with the unique needs of the organisation. The strategy serves as the guiding framework, providing direction and shaping decision making throughout the change process.

A simple way to gather data for the strategy is to set up interviews and ask questions regarding the different aspects of the change. Below are some typical questions:

The Situation

Start by understanding what is going to happen and the impact of it.

• What is being changed?
• How much perceived need for the change exists?
• What groups will be impacted?
• How long will the change take?

People and Their Roles

Then, consider who will drive and support the change.

• Who will serve as a high-level sponsor?
• What functional groups should be represented to lead the effort?

Issues for Analysis

Finally, consider the risks.

• What will happen if we do/don’t do this?
• How universal is the change?
• Are there exceptions or deviations to consider?

From the answers to the questions, the strategy document is created, serving as a “blueprint” for the initiative. A strategy document should discuss important components of the change. The components are listed below, accompanied by sample wording.

• Description of the proposed change vision, and its goals
• The reasons(s) why the change is necessary
• Critical success measures and key performance indicators
• Project stakeholders and stakeholder groups and their involvement
• Key messages to communicate
• Roles and Responsibilities
• Target time frame to achieve goals
• Focus Areas

Use all of the above to scope out the change you are embarking on. Once you've done that it's time to define your team.

To learn more about enabling change at the human level check out our Change Your Mind...Create New Results program.

[/et_pb_text][/et_pb_column][/et_pb_row][/et_pb_section]