Post on 01-Jan-2016
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ORGANISATION CHANGE AND
LEADERSHIP
1
Fullstream Transformation Model
UPSTREAM
CHANGE
(Setting the Foundations for
Success)
MIDSTREAM
CHANGE
(Design)
DOWNSTREAM
CHANGE
(Implementation)
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The Change Leader’s RoadmapTM
I. Prepare to Lead the Change
III. Assess the Situation to Determine Design
Requirements
II. Create Organizational Vision, Commitment,
and Capability
IV. Design the Desired State
V. Analyze the Impacts VI. Plan and Organize for Implementation
VII. Implement the Change
VIII. Celebrate and Integrate the New State
IX. Learn and Course Correct
Hear the Wake-up
Call
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The Change Leader’s RoadmapTM
as a Fullstream Process
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The Change Leader’s RoadmapTM
I. Prepare to Lead the Change
III. Assess the Situation to Determine Design
Requirements
II. Create Organizational Vision, Commitment,
and Capability
IV. Design the Desired State
V. Analyze the Impacts VI. Plan and Organize for Implementation
VII. Implement the Change
VIII. Celebrate and Integrate the New State
IX. Learn and Course Correct
Hear the Wake-up
Call
5
UPSTREAM CHANGE
Phase I: Prepare to Lead the Change
Phase II: Create Organizational Vision, Commitment, and
Capability
Phase III: Assess the Situation to Determine Design
Requirements
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CHAPTER 1
PHASE I: PREPARE TO LEAD THE CHANGE
START UP, STAFF, AND CREATE
YOUR CASE FOR CHANGE
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Organisation Change
• It happens when a group of people recognizes that there is a reason to alter how organisation and its people operate.
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Objective of Phase I:
Upstream Change
• Clarifying change leadership role
• Status of the change effort, and staffing the effort of the right people.
• Creating a clear case for change
• Assessing organisation readiness and capacity
• Strengthening leaders’ capability
• Clarifying overall change strategy
• Designing the optimal conditions and structure of change.
It takes 60% to 70% of the change effort.
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Why there is a need of organisation
changed?
• Dramatic event
Competition
Lost of market share
New technology
Merger of key competitors
Closure of valuable factory
Increase in turnover of critical talent
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Start up and staff effort
Obtain Project briefing
• Identify : To ensure alignment, leverage progress.
what is known,
who has been doing what
What ate the current situation
• Interview various group that know about the change that are going to be impacted
Focus on change
People issues
Politic dynamics
Process expectations
History of the effort
Perception of current events
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Clarify and staff initial change
leadership roles.
• To understand the key change leadership.
• To reduce redundancy and ensure full coverage of change leadership responsibilities and decisions.
• Role should be given to:
Most competent
Best positioned to successfully lead the effort
• Characteristics of change leader:
Conscious process thinking and design skills
Sophisticared when dealing with human dynamics, culture
Dedicate to personal development and building awareness.
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Activity One:
Identify the Role and
Characteristics of Leadership
Roles
Key Change Leadership Roles
• Sponsor
• Executive Team
• Change Leadership Team
• Change Process Leader
• Change Initiative Lead
• Change Project Team
• Change Consultant
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Create Optimal Working Relationship
• To clarify the working relationship between people involves and the leadership roles
• Set of expectation for addressing
Quality
Effectiveness
• Of working relationship
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Identify the Project Community
• Identify
Who have interest
Who will be affected
What is their impact
How is the involvement
• From these information identify a GROUP Map
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Sample Project Community Map
Targets
Division A
CEO
HR
Targets Customers
Managers
Employees
Strategic Planning Initiative Change Process
Leader
Sponsor
Board of Directors
Division B
Labor Relations
Union Leaders
Suppliers
Compensation Initiative
Change Leadership Team
SAP Initiative
Targets Customer Service
Improvement Initiative
Executive Team
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What do you do with these group?
• Keep these people informed of the status of the change
• Assigning them key roles in major change events
• Establish shared expectations for how they can add values to the effort
• Shaping your engagement strategy
• Identifying resistance and political dynamics in advance
• Training them in unique requirement of desired culture, mindset
• Positioning them as advocates, models of new behaviour.
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Create case for change and
determine initial desired
outcomes.
Building Your Case for Change
To define your case:
• Assess what is driving your change
• Determine type, scope, and target groups of the change
• Determine leverage points and urgency for change
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Design Process for Creating case
• Who should be involved?
People who have big-picture understand of the systematic and environment dynamics driving the needs for change
People who understand the need for a new culture
The level of urgency you face
The degree to which your case and vision have been formulated strategy
Content expert during transformation.
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Leader and Employee Mindset
Leader and Employee Behavior
Cultural Imperatives
Organizational Imperatives
Business Imperatives
Assessing Driver of Change
Marketplace Requirements for Success
Environment
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Clarify Type of Change
Three Types of Change
• Developmental Change
• Transitional Change
• Transformational Change
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Three Types of Change
Developmental Change
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Three Types of Change
Transitional Change
OLD STATE
TRANSITION STATE
NEW STATE
OLD STATE
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Three Types of Change
Transformational Change
Success Plateau
Death: Mindset Shifts
Re-emergence
Chaos
Growth
Birth
Wake-Up Calls
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Identify the leverage points for
change
• Focus on attention on what to catalyze the change
• Identify the most important things you can do to prompt the greatest amount of needed change.
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Perform Initial Impact Analysis
• Identify assessment before transformation
• Identify
Personal
Cultural
That contribute to impact of transformation
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Clarify Target Group and Scope
• Identify
the breath and depth of change
The target group
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Determine Degree of Urgency
• Wrong perception
Change needs to occur fast than is humanly people.
• Realistic urgency is important
• Factor of determination
External factor
• Environment • Marketplace • Organisation
Internal factors
• Culture • Time for skill development • Personal change • People capacity
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Determine the Desired Outcomes
The results you will produce once you have successfully completed the change:
Vision and purpose of the change
Goals for the change
Metrics
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CHAPTER 2
PHASE 1: PREPARE TO LEAD THE CHANGE
ASSESS AND BUILD YOUR
ORGANIZATION’S READINESS
AND CAPACITY, AND BUILD
LEADERS’ CAPABILITY TO LEAD
THE CHANGE
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Factors Affecting Readiness
• Emotional residue from past changes
• Understanding of marketplace forces
• Perceived value of the change
• Willingness to let go of status quo and commit to future
• Degree of personal influence to make change vs. being “done to”
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Factors Affecting Readiness
• People’s beliefs about leaders providing them support
• Perceptions about leaders’ credibility and ability to lead change
• Fears about failing
• Feelings about having adequate resources, capacity, and skills
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Factors Affecting Readiness
• Feelings about sense of urgency and ability to respond to it well
• Personal toll from past changes
• Perceptions that change decisions were made fairly/justly
• Assumptions about potential loss of personal power
• Discomfort with chaos
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Ensuring Capacity
• Any capacity required for change is not available for operations.
• You will need to create the capacity required to make the change!!!
Time, Attention, and Resources for
OPERATIONS
100% CAPACITY
Time, Attention, and Resources for
CHANGE
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Factors Affecting Capacity
• Current business goals and priorities
• Number and pace of current changes
• Realism of current operating workload plus change work
• Ability to alter current commitments and responsibilities
• Available resources
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Factors Affecting Capacity
• Current timelines; ability to adjust them
• Measures and rewards: only for operations?
• Degree of buy-in to change by functional leaders in control of operational workloads
• How mistakes and missed deadlines are handled
• Cultural norms about saying no or setting limits
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What is Mindset?
• Our worldview; the place or orientation from which we experience our reality and form our perceptions of it
• Fundamental assumptions about reality: core beliefs, values, mental models
• The source of our decisions, actions, and results!
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Build leader capacity to lead the
change
• Transformation involves
Mindset
Behaviour
Culture
• Leader should look at themselves
• Must access the 5 tracks in buidling the change leadership capability
Leadership breakthrough
Leadership commitment and alignment
Change education: knowledge and skills
Executive and change leadership team development
Individual leader development
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End of Day One
Need to Change
• From discrete function looking out the entire enterprise
• Focus solely on external dynamics Inner issues of being in themselves and organisation culture
• Remove dissonance by solving problem dissonance for sign of root causes and unconscious dyfunction operating patterns
• Delegating change implementation embrancing what is require to play a significant role in leading change.
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Need to change
• Managing and controlling a single, linear change project facilitating multiple interdependent change process.
• Treating people as cost structure Concern people feeling, personal needs, capacity and choices
• Any change project will go away Change is an ongoing reality that needs formal support and disciplines.
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Ensure Leaders Model Desired
Mindset and Behaviour
• Interventions that catalyze and reinforce mindset and behavioural change include:
Sharing the case for change as primary drivers of change
Determine the desired culture as reflection on how mindset and style
Creating high engagement in revisioning organisation future
Having the senior leaders openly talk about their mindset
Employing large group meeting approaches to design the future state
Building the teams required to implement the future
Performing an impact analysis
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Try it Out
• By using specific example, discuss the process for changing organisational mindset:
Set the foundational and motivation for changing leader mindsets
Get the attention of individual and the organisation.
Build organisational momentum for change in mindset
Reinforce and sustain the change in thinking and behaviour
Align the integrate the change in the organisation with new mindset.
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Build leader commitment and
alignment
• Access the current commitment
• Cannot using the following strategies:
Superficial conversation
Filled with false declaration
Empty head nods
Defensiveness
Accusation
Steadfast position
• Best method is to have dialogue
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Levels of Commitment
Agreemen
t
Compliance
Buy-In
Engaged
Action
Commitment
By Fear B
y
Choic
e
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Develop leader’s change knowledge
and skills
1. Driver of change
2. Type of change
3. Importance of changing mindset and behaviour
4. Project thinking, thinking system, conscious process design and facilitation.
5. Develop a comprehensive change strategy
6. Create comprehensive change infrastructure
7. Establish need for rapid course correction
8. Change culture to support desire outcomes.
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Develop executive and change
leadership teams
• Objective: To lead the organisation to transformation
• Two help tasks:
Leadership commitment
Participation in the leadership program
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CHAPTER 3
PHASE I: PREPARE TO LEAD THE CHANGE
CLARIFY YOUR OVERALL
CHANGE STRATEGY
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Elements of Change Strategy
• Values/Guiding Principles
• Change Governance: Change Leadership Roles, Governance Structure, Decision-Making, Interface with Operations
• Initiative Identification and Alignment
• Fit and Priority of Your Initiative
• Multiple Project Integration Strategy
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Elements of Change Strategy
• Bold Actions
• Engagement Strategy
• Change Communication Plan
• Acceleration Strategies
• Estimated Resources
• Milestone Events and General Timeline
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Design Process for building change
strategy
• Determine the following:
How much of authority by the process leader
Who will input to various elements
The elements of strategy to focus
Timeline for implementation
Medium and format for recording strategy
How to ensure strategy fit the conditions
How to summarise, update and course correct
How to communicate change strategy
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Define Values and Guilding
Principles
• Values are the inherent qualities that lie at the essence of a behaviour or action.
• Guiding principle are high-level rules of conduct that guide behaviour and action.
• Culture change should be a part of the change strategy.
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Clear Governance and Decision
Making
• Good governance helps to define the role and authorities, a governance structure and clear decision making for change.
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Multiple Project
Integration Team
Change Project Teams Change Project Teams Special Task Forces Special Task Forces
Project Management Office Project Management Office Change Initiative Leads Change Initiative Leads
Sample Hierarchical Structure
Sponsoring Executive Executive Team
Change Process Leader
Change Leadership Team Navigation Team Organization Development &
Change Management
Consulting
Field Representatives
Sponsoring Executive Executive Team
Organization Development &
Change Management
Consulting
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Sample Network Structure
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Decision-Making Continuum
S
H
A
R
E
D
C
O
M
M
I
T
M
E
N
TPARTICIPATION
TELL
SELL
INPUT
VOTE
CONSENSUS
ALIGNMENT
GROUP OWNER
INDIVIDUAL OWNER
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Types of Engagement
Follow
Instructions
Without
Question
Offer
Reactions
Identify
Impacts
Self-
generate
Input
Provide
Advice;
Advocacy
Have Vote in
Decision-
Making
Own
Decision
Process
Own Result
and/or
Implementation
Process
Rote Action Thinking Deciding Creating
Increasing Influence and Commitment
Guideline: Provide as much guidance about strategic directions as is available,
then enable as many local decisions as possible about how to implement the new direction.
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Vehicles of Stakeholder Engagement
• Targets: Individuals, Small Groups, Large Groups
• Approaches: Face-to-Face or Technological
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Five Levels of Communication
1. Information-Sharing
2. Building Understanding
3. Identifying Implications
4. Gaining Commitment
5. Altering Behavior
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CHAPTER 4
PHASE I: PREPARE TO LEAD THE CHANGE
BUILD THE INFRASTRUCTURE
AND CONDITIONS TO SUPPORT
YOUR CHANGE EFFORT
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Four Component of Change
Infrastructure
• Change leadership role
• Governance structure
• Conditions for success
• Support mechanism
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Conditions for Success
Requirements essential to the achievement of your desired outcomes from a content, people, and process standpoint
Examples:
Adequate resources
Sufficient time to do a quality job
Communications and engagement that produce informed and enrolled stakeholders
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Course Correction Model
CURRENT REALITY
Course Correction
Learning
Wake-Up Calls: Feedback telling you to learn and course correct
Vision
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Process of Course Correction
• Setting a direction based on your best intelligence
• Commencing action to reach your vision
• Pursuing feedback, new information, your stakeholders and organisation.
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Stages of Personal Adjustment to
Transition
© 1989 Eartheart Enterprises. Used with permission.
2. Minimizing the Impact (Denial) 1. Losing Focus
(Shocked, Confused)
3. The Pit (Fear,
Anger, Sadness)
4. Letting Go of the Past (Grief)
5. Testing the Limits (Curiosity, Bargaining)
6. Searching for Meaning (Hopeful)
7. Integrating (Confidence)
Perf
orm
ance
Time
VISION
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Determine measure of change
• The objective of measurement
• Both positive and negative impact of measurement
• What to be measured
• Standard of measurement
• Method of measurement
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CHAPTER 5
PHASE II: CREATE
ORGANIZATIONAL VISION,
COMMITMENT, AND CAPABILITY
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Phase II
Purpose
• To engage the organization in the change
• To create collective understanding, intention, commitment, and momentum for producing transformational results
• To engage stakeholders in creating their future of choice
• To build the organization’s change capability it needs to succeed
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How to achieve it?
• Wide scale engagement
• Interactive dialogue
• Planned experience that impact people’s mindset and emotions
• Employee input and key change issues
• Making the distinction old method and new values
• Sharing responsible for critical action.
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Create Share vision
• Visioning
Obtain agreement about the content of the vision
Crafting the vision statement in words that capture the compelling responsibilites
Ensuring that the entire organisation understands the vision and commits to make it real.
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Writing Change Vision
• Must be bold and challenging
• Words can energize people
• Use present tense to cause people act as if the vision is true.
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Building ownership of vision
• Involve emotionally involvement and mental integration.
• Ensure employee not only understand it but talk about it.
• Let’s people discuss and think about it to create momentum
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Demonstrate that old way
of operating is gone
Increase organisation capability to
change
• To build people with knowledge, skills, mindset and behaviour
• Can be achieve through
Education
Training
Discussion
Invite brainstorm
Event to raise people’s self-awareness
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CHAPTER 6
PHASE III:
ASSESS THE SITUATION TO
DETERMINE DESIGN
REQUIREMENTS
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Phase III
Purpose
• To determine the design requirements of the future state
• To determine what success looks like in the eyes of the end-users, customers, and experts
• To identify what in the organization currently serves the future state, what blocks it, and what it needs to create anew
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Types of Design Requirements
• Organizational Constraints, Givens, Must Haves, Boundary Conditions
• Mission, Vision, and Business Imperatives
• Assessment Issues
• Job Requirements/Tasks
• Organizational Mindset and Behavior
• Political Implications
• Cultural Imperatives/Values to Model
• Technological Needs
• People Requirements
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MIDSTREAM CHANGE
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CHAPTER 7
PHASE IV:
DESIGN THE DESIRED STATE
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Phase IV
Purpose
• To design the desired state solution, including both the organizational/technological solutions and the human/cultural solutions
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Levels of Design
VISION
STRATEGIC
MANAGERIAL
OPERATIONAL
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CHAPTER 8
PHASE V:
ANALYZE THE IMPACT
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Phase V
Purpose
• To understand the real demands the change effort places on the current organization
• To organize for the effective planning of implementation
• To identify impacts, issues, and questions that must be resolved before implementation can be planned
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Key Functions of Impact Analysis
1. Determines aspects of current organization that can be brought into the desired state.
2. Determines work required to implement desired state.
3. Enables decision-making about capacity/timing.
4. Surfaces show-stopper issues.
5. Gives resistors input to change process.
6. Ensures desired state will function effectively as an integrated system.
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Steps in the Impact Analysis and
Implementation Planning Process
1. Design the process.
2. Select appropriate people to input.
3. Conduct the impact analysis.
4. Categorize and streamline impacts, assign impact group leaders.
5. Leaders select resolution groups.
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Steps in the Impact Analysis and
Implementation Planning Process
6. Groups prioritize impacts and assess magnitude.
7. Review magnitude priority ratings.
8. Group leaders agree on issue resolution process.
9. Groups identify impact solutions and actions, and integrate as much as possible.
10. Leaders agree on compilation process and format of Plan.
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Steps in the Impact Analysis and
Implementation Planning Process
11. Leaders share solutions and compile integrated actions into Plan.
12. Determine required resources.
13. Determine pacing strategy and timeline.
14. Complete Implementation Master Plan; obtain approval.
15. Communicate Plan to stakeholders.
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End of Day Two
CHAPTER 9
PHASE VI:
PLAN AND ORGANIZE FOR
IMPLEMENTATION
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Phase VI
Purpose
• To understand how best to implement the desired state by resolving the issues and impacts of making the change
• To determine the magnitude of work, required action, resources, and time to implement
• To streamline the implementation process and develop the Implementation Master Plan
• To prepare the organization to take on implementation
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DOWNSTREAM CHANGE
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CHAPTER 10
PHASE VII:
IMPLEMENT THE CHANGE
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Phase VII
Purpose
• To implement the change in the most effective way
• To monitor and course correct both the change process and the desired state throughout implementation
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CHAPTER 11
PHASE VIII:
CELEBRATE AND INTEGRATE
THE NEW STATE
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Phase VIII
Purpose
• To celebrate the great milestone of achieving the desired state
• To support the organization’s integration and mastery of the new state at the individual, team, and system levels
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CHAPTER 12
PHASE IX:
LEARN AND COURSE CORRECT
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Phase IX
Purpose
Meta-purpose: To fully understand how to improve on leading change in the future
• To create mechanisms for continuous improvement of the new state
• To evaluate and learn from this change effort and identify best change practices
• To close down this change effort
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Thank You