Planning for Change

Bringing about a change, on a team or organizational level, requires careful planning, patience and a great deal of persistence … even when the change makes perfect sense from a rational perspective. There are lots of good, workable change management models and tools available and we, at Summit, have used several. We’ve recently begun to work with a great model that is backed up by a very realistic and engaging computer simulation. The ExperienceChange© model describes 7 main steps for planning and implementing a change initiative that will stick. The model is influenced by the works of Kurt Lewin, John Kotter and David Nadler. A main focus is on creating that often-elusive commitment from the people involved. Here are the steps we’ll take you through in the next few postings: Understand Enlist Envisage Motivate Communicate Act Consolidate The first 3 steps deal with planning the initiative. Let’s start with Step 1, Understand. Understanding the need for change … the market, the business environment, one’s own organization and the problem itself … is a critical early step. This includes gathering and sharing information, usually at a senior level in the organization, by engaging with employees, customers and competitors It is especially important to get these parts right: a. Who will be affected? and, b. What is the issue or problem we want to address? (The root causes, not the symptoms.) Enlist your core change team. This involves finding your ‘champion’ as well as 5 or 6 others who have their fingers on the pulses of your organization, your customers and your sector (at the very least). Bring together a diverse...