saskatchewan leadership...
TRANSCRIPT
Saskatchewan Leadership Program
“ L e a d i n g f o r T r a n s f o r m a t i o n ”
Change & Transition Management Planning Guide Key Questions
1. PREPARE FOR THE CHANGE
Research Best Practice • What do we know about best practice for the change that is being made? • What options are possible? How do they fit with what we want to accomplish
strategically? • What is the current state?
Develop Case for Change
• What problem or issue is the change designed to address? • What are the benefits or advantages of making the change? • What is happening internal to the business or externally to create the need to
change? What is the extent of the problem or situation? • What do our clients/ customers expect that is creating a need for change? • What will happen if a change is not made? • What are the reasons for the change?
Size the change – clarify scope & impact
• What is included in the change / what is not? (what is changing?) • How clear is the future state? What will be in place/different? • What phases are there for making the change? • What will the desired state look like? • Who/ what is impacted by making this change? (employees, teams, departments,
organizations) ( most – least) • What is the impact? (how extensive, on what, etc.) • What challenges may there be, and how could they be addressed?
Identify Key stakeholders & Change Champions
• Who are they? What do they know of each other? • What level of commitment do they have about the change? • What concerns and questions do they have about the change? • Who are the informal change agents who can influence?
Develop guiding principles
• What values are going to be upheld in how the change is made and how will they be demonstrated?
• What’s important about how we make plans? Make decisions? • What principles will be used to make decisions regarding the movement of people? • How will the change take place?
Stakeholder Analysis
• What is their interest? • What is their capacity to influence the change +/_? • What could be done to meet their interest? • What could be done to increase their commitment to the change?
P a g e 2 o f 3
Identify Risks and Mitigation Strategies • What are the positive and negative risks associated with the change overall? • What are the specific risks to Stakeholders? • What impact will this change have on:
o staff morale o patients access / care o systems & processes o policies o organizational structure o skills
• How serious is the impact? • What will be done to mitigate the impact or risk?
Complete Readiness Assessment (organizational) What is the current state of the following:
• External environment • Leadership • Strategic direction • Organization structure, tasks & work processes • Management processes & communication • Culture, norms and morale • Human resource systems and Information processes • Employees’ personal goals & competencies
Create Transition Management plan
• Using this template, identify the activities that are needed for the change
Co-develop Communication Plan • What are the key messages for each stakeholder group? • How will they be communicated? • When / where/ frequency
Determine Metrics
• What is the change intended to improve? ( expected benefits) • What can be measured to monitor what is intended to improve?
Generate Strategies for managing resistance
• How prepared are leaders for recognizing the stages of transition? • What skills/ tools/ information / support do they need for responding effectively, with
groups? With individuals?
Training plan development • What new skills do stakeholders need to be successful in the new state? • How will the skills be developed? • When/ where/ who?
Define the Transition Team and Clarify Roles
• Who is the guiding coalition? • What is their level of authority to make changes? • How will you know what is working/ not working as implementation occurs? • Who will make final decisions? • What are realistic expectations for support? • What supports will there be during implementation as the kinks are worked out?
P a g e 3 o f 3
Plan and facilitate engagement sessions
• How will input for designing and implementing the change be gathered? • What roles will those impacted play in designing and implementing the change?
2. MAKE THE CHANGE
Initiate a Boundary Event to Signal the Change • When is the official date that things stop/be different? • What is the most respectful way to wind down / gear up? • What action will have the most impact to signal that things are now different?
Engage Transition Monitoring Teams
• Who can give regular feedback on how the change is taking, what issues may be arising and how to address them?
Visibly Support Implementation & Highlight Early Wins • How/where will the change sponsor be visible during implementation? • Where are the most strategic locations? • How will early wins be identified and communicated?
Conduct Regular “Pulse Checks” to Monitor and Support Transitions
• What survey mechanism can be used to get feedback from stakeholders? • What questions need to be asked? • How much defensiveness has arisen in response to the change? • Where are the opportunities for leaders to hear concerns and supporting people in
adapting to the new state? ( informal, formal) 3. SUSTAIN THE CHANGE
Study Metrics and Implement Corrective Action
• What are the metrics telling you? • Where does course correction need to happen? • Who needs to determine what will shift?
Celebrate Success
• What are the most effective methods for recognizing and celebrating success? • Who needs to be recognized and how do they personally want to be
acknowledged? • How are the outcomes compared to the metrics?
Maintain On-going support
• What will you check in on and at what frequency? • What kind of support is necessary beyond normal operations? • Who is the best to provide the support?
Document Lessons Learned
• What went as planned? Where were there surprises? • What would you repeat/recommend? What would you do differently? • What are the top 3 to 5 key learnings from this change?
Saskatoon Health Region – Organizational Learning & Leadership 2015 version 7.1 ** denotes that the task should be repeated
• Prepare for the Change
Conduct a
Stakeholder Analysis
& Impact
Assessments
Identify Risks &
Mitigation Strategies
Complete Readiness
Assessments **
Create the Transition
Management Plan
Create the
Communication Plan
to Build Awareness
and Excitement
Determine
Metrics
Generate
Strategies for
Managing
Resistance
Develop the
Training Plan
Define the
Transition Team
& Clarify Roles
Plan & Facilitate
Engagement
Sessions
Change & Transition Management Guide
Research
Current State
(Best Practice)
Develop the
Case for
Change
Size the
Change (Clarify
Scope &
Impact)
Identify Key
Stakeholders &
Change
Champions
Develop
Guiding
Principles
Initiate a
Boundary Event
to Signal the
Change
Engage Transition
Monitoring Teams
Visibly Support
Implementation
& Highlight Early
Wins
Conduct Regular
“Pulse Checks”
to Monitor &
Support
Transitions**
Study
Metrics &
Implement
Corrective
Action
Celebrate
Success
Maintain
Ongoing
Support
Document
“Lessons
Learned”
Make the
Change Prepare for the Change
Sustain the
Change
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Change Planning Template Saskatchewan Leadership Program 2015
Change Project Title _________________________ Project Sponsor _________________________ Project Lead _________________________ Project Team Members _________________________ _________________________ _________________________ _________________________
Purpose:
Complete this document if your change initiative will impact people in some way. It will assist you to design a well-developed plan for leading a successful transition.
Version Control: Name/Title Document Updates Version
# Sponsor Approval
Date
1.0
2
Table of Contents 1.0 Making the Case for Change ....................................................................................... 3
1.1 Vision ....................................................................................................................... 3 1.2 The Case for Change ............................................................................................... 3 1.3 Develop Guiding Principles ..................................................................................... 4 1.4 Size the Change (Scope & Impact) .......................................................................... 4 1.5 Organizational Readiness ........................................................................................ 6 1.6 Individual Readiness ............................................................................................... 9 1.7 Stakeholder Identification and Impact Assessment ............................................. 10 1.8 Change Barriers or Obstacles ................................................................................ 12 1.9 Risk Considerations ............................................................................................... 12 1.10 Define and Measure Success ................................................................................ 13
2.0 Change Leadership ................................................................................................... 14 2.1 The Change Sponsor ............................................................................................. 14 2.2 Role of the Manager / Supervisor ......................................................................... 14 2.3 The Transition Team ............................................................................................. 15 2.4 Informal Change Champions ................................................................................. 17 2.5 Stakeholder Engagement ...................................................................................... 18 2.6 Stakeholder Grid ................................................................................................... 19 2.7 Communication Plan ............................................................................................. 20 2.8 Coaching and Support Plan ................................................................................... 21 2.9 Training Plan ......................................................................................................... 21 2.10 Dealing with Resistance ........................................................................................ 21 2.11 Sustaining the Change .......................................................................................... 23 2.12 Preparing for Final Reports ................................................................................... 23 2.13 Other Tools and Resources: .................................................................................. 23
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1.0 Making the Case for Change
1.1 Vision
What is the vision for this change? Consider developing the vision statement with those individuals / groups that are impacted by the change.
A vision statement is meant to be uplifting and inspirational. A vision statement describes what success looks like if we achieve our purpose. Your vision needs to be a realistic, yet an ambitious path to what you want the future to look like. It is the path ultimately leading you to your ideal state. A vision statement should build enthusiasm and provoke inspiration. It should stimulate people to care.
Your Vision Statement:
1.2 The Case for Change
Describe the drivers of this change. Consider why this change is happening now.
Describe the benefits expected. How is this change initiative aligned with organizational / system priorities? (Better Health, Better Care, Better Value, Better Teams)
Describe what will happen if the change does not proceed.
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1.3 Develop Guiding Principles
For complicated and large-scale changes, give consideration to the key elements that will guide your planning and the work of the change team. Create a simple document to summarize this and share it with stakeholders early on. This provides a transparent framework and a reference for what influences decision-making as well as what commitments are being adhered to. Include clear statements about job security, goals, the consultation process, authority on decisions, alignment with values, etc.
What are some key guiding principles for this change?
Who can assist with developing these principles?
1.4 Size the Change (Scope & Impact)
How large is the scope?
Workgroup Business Unit
Entire Site Entire Department(s) or Portfolio(s)
Regional
1 2 3 4 5 Number of employees impacted
Less than 10 10-50 50-200 200-500 500+ 1 2 3 4 5
Variation in groups that are impacted
All groups impacted the
same
Most groups impacted the
same
Most groups experience the
change differently
Groups experience the
change differently
1 2 3 4 5 Type of change
Single aspect, simple change
Many aspects, simple change
Single aspect, complex change
Many aspects, complex change
Complicated Systems Level
Change 1 2 3 4 5
Degree of process change
No change 25% 50% 75% 100% change 1 2 3 4 5
5
Degree of technology and system change No change Enhancement to
existing systems/technology
100% change
1 2 3 4 5 Degree of job role changes
No change 25% 50% 75% 100% change 1 2 3 4 5
Degree of organization restructuring
No change 25% 50% 75% 100% change 1 2 3 4 5
Amount of change overall
Incremental Small Medium Larger Radical 1 2 3 4 5
Impact on employee compensation
No impact on pay or benefits
Medium Large impact on pay or benefits
1 2 3 4 5 Change in total staffing levels
No change expected
Some Significant change expected
1 2 3 4 5 Timeframe for change
3 months or less
4-6 months 7-9 months 10-12 months 1 year or greater
1 2 3 4 5
Sum of change characteristics assessment (out of 60 total): Note: A score of 35 or higher is considered a large, radical or disruptive change that will require more change resources and activities to be successful. A score of 34 or lower is considered a small, incremental or progressive change.
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1.5 Organizational Readiness
Perceived need for change among employees and managers
Compelling case for change is visible – employees are dissatisfied with the current state
Employees do not view change as necessary – employees are
satisfied with the current state 1 2 3 4 5
Impact of past changes on employees
Employees perceive past changes as positive
Employees perceive past changes as negative
1 2 3 4 5 Change capacity
Very few changes underway
Everything is changing
1 2 3 4 5 Past changes
Changes were successful
Many failed projects
1 2 3 4 5 Shared vision and direction for the organization
Widely shared and unified vision
Many different directions and shifting priorities
1 2 3 4 5 Resources and funding availability
Adequate resources and funds are available
Resources and funds are limited
1 2 3 4 5 Organization’s culture and responsiveness to change
Open and receptive to new ideas and change
Closed and resistant to new ideas and change
1 2 3 4 5 Organizational reinforcement
Employees are rewarded for risk taking and embracing change
Employees are rewarded for consistency and predictability
1 2 3 4 5 Decision Making
Centralized Distributed 1 2 3 4 5
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Executives/senior management change competency Leaders lead change projects effectively
Leaders lack the skills and knowledge to lead people through change
1 2 3 4 5 Front Line Management change competency
Managers lead change projects effectively
Managers lack the skills and knowledge to lead people through change
1 2 3 4 5 Employee change competency
Employees are highly competent at delivering effective change
Employees lack the knowledge and skills to deliver effective change
1 2 3 4 5
Sum of organizational attributes assessment (out of 60 total): A score of 35 or higher indicates a more change resistant organization that will require more change management for the project to be successful. A score of 34 or less indicates a more change-ready and accepting organization.
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Plot your change using the scores from the Change Characteristics and Organizational Readiness.
Medium Risk
High Risk
Low Risk
Medium Risk
(Adapted from Prosci)
Level of Risk Means… Low Risk the change is small and incremental and people are ready for this
change
Medium risk (lower section)
the change is large and radical and people are ready for this change
Medium risk (higher section)
the change is small and incremental and people are resistant to this change
High Risk the change is large and radical and people are resistant to this change
0 35
Small, Incremental Change Large, Radical Change
Change Ready
Change Resistant
60
35
0
Change Characteristics
60
Organizational Readiness
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1.6 Individual Readiness
As a change occurs, every person is in a different stage of readiness. Individuals see the change from their perspective, naturally focusing first on personal impacts. Understanding this will help you plan to bring people along.
Individual Readiness Assessment – Customize the following questions to help you understand each individuals level of readiness for the change. The information will help you in developing strategies to assist individuals and groups.
Choose one:
___ I am filling out this assessment as someone who is directly involved with the upcoming change as a leader in the change.
___ I am filling out this assessment as someone who is directly involved with the upcoming change who works in the service area being impacted but not a formal leader.
Answer each question with the following numbers:
4 = The statement is definitely true or accurate.
3 = The statement is largely (though maybe not completely) accurate or true.
2 = The statement is only partly true or accurate.
1 = This is only occasionally (but not very often) true.
0 = The statement is utterly false.
1. ___ Most people think that the change in question is a necessary one.
2. ___ Most people agree that—given the situation—the change represents the best way of dealing with it.
3. ___ The organization's leaders have shown that they are committed to the change. 4. ___ In general, the middle managers are behind the change.
5. ___ In general, the supervisors or front-line managers are behind the change.
6. ___ The details of the change are being communicated to those who will be affected as quickly as it is practical to do so.
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7. ___ There are effective ways for employees to feed back their concerns and questions about the change.
8. ___ Concerns and questions have been responded to in a pretty honest and timely way.
9. ___ There aren't a lot of old scars or unresolved issues around here.
10. ___ The organization has a history of handling change pretty well.
11. ___ The organization's leadership has a history of doing what it says it will do.
12. ___ The organization’s leadership has a history of communicating early on planned changes.
13. ___ Decisions generally are made in a timely fashion around here.
14. ___ When people get new roles or tasks, they can usually count on getting the training and coaching that they needed to do them.
15. ___ There is a pretty widely understood sense of our organization’s vision.
16. ___ When faced with a change, the culture of our organization is such that leaders and staff work with an attitude of “we are in this thing together”.
17. ___ People's commitment to their work here is as high as it was a year ago.
18. ___ Although the pace and extent of change around here is great, it is also workable.
19. ___ Management generally practices what it preaches.
20. ___ People generally understand how things will be different when the change is finished.
_____ TOTAL SCORE
1.7 Stakeholder Identification and Impact Assessment
Identify the groups, teams, individuals, both external to the organization and internally, that are impacted by this change. Describe how they are impacted.
Are they impacted by any of the following?
Work flow or process changes
New tools or technology to perform their job
Systems they must use
Work location
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Compensation
Working relationships or reporting structures
Organization restructure
Job function is now obsolete
Other
Score the degree of impact.
0 = no impact
1 = very little impact
2 = moderate impact
3 = significant impact
4 = severe impact
Stakeholder Group # of employees
Description of the Impact Degree of the Impact (0 – 4)
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1.8 Change Barriers or Obstacles
Situations may exist that will slow things down or even become a roadblock. It is import to identify these so that you can develop strategies to address them. It is also important to anticipate the barriers early and try to get ahead of them before they become large and difficult to address.
Barrier/Obstacle Strategies to address barrier/obstacle
1.9 Risk Considerations
Operational Risk - The organization is unable to adapt to the changing internal or external environment and support the transition of people, processes and/or technology, impacting its ability to achieve its business objectives. Underlying these may be financial, legal or political risks.
Recruitment Risk - Inappropriate, ineffective or untimely recruiting practices affect the organization’s ability to attract people with the appropriate skills and experience and match them to the right jobs at the right time.
Training and Development Risk - Inappropriate, ineffective or untimely training and development practices impact the ability to develop required skills within the corporation.
Ethics and Values Risk - Failure to establish, promote and enforce ethical behaviour and values within the corporation, impacting the corporation’s ability to achieve its business objectives.
Accountability and Responsibility Risk - Ineffective establishment or communication of accountabilities, responsibilities and lines of authority may cause employees to do things they should not do or fail to do things they should. Failure to establish or enforce limits on personnel actions may cause employees to commit unauthorized or unethical acts, or to assume unauthorized or unacceptable risks.
Leadership Risk -The corporation's processes and people are not effectively led, causing a lack of direction, motivation to perform, management credibility and trust.
Retention and Succession Planning Risk - The corporation's talent is not retained and replacements for key positions are not planned, resulting in the loss of skills and knowledge, impacting the corporation's ability to achieve its business objectives.
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Risk Mitigation Plan
Identify people specific risks associated with the change.
Description of Risk Event
Risk Event Trigger
Likelihood that the Event Occurs
Action Plan / Contingency Plan
Assigned to
1.10 Define and Measure Success
How will you know if this change initiative has been successful? Consider how quickly employees adopt the change, impacts to patient care, number of employees that adopt the change, how effective employees are once they have adopted the change, levels of employee engagement, etc.
Measurement Target Outcome
Target Date Actual Outcome Actual Date Notes
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2.0 Change Leadership Change leadership in a large and complex system is not delegated to one specific group of people and requires change leadership at every level. It begins with a senior leader who serves as the executive sponsor; this role is one of the essential positions to achieving success in your change initiative. The other key role in the change is the front-line leader.
Who is the most senior leader or sponsor of this change?
Name:
What is his/her contribution or ability to influence success?
How have they been involved in this change initiative to this point?
Who is the front-line leader? Name:
What is his/her contribution or ability to influence success?
How have they been involved in this change initiative to this point?
2.1 The Change Sponsor
The Change Sponsor has three key roles: Being Active and Visible, Building Coalitions, Communication
Assess the executive sponsor and their ability to support and lead the change initiative. Circle one response for each statement: 1 = low and 5 = high
Is able and willing to participate actively in a sponsor role 1 2 3 4 5
Has the ability to communicate the vision and business case for the change to the organization and especially those involved in the change.
1 2 3 4 5 Is in a position to authorize additional resources should it be necessary.
1 2 3 4 5
Has a significant degree of control on both the people and the processes occurring throughout this change.
1 2 3 4 5
2.2 Role of the Manager / Supervisor
This key role sets the pace and leads change behaviors for others to follow. They need to understand and promote the business reason for the change and demonstrate this in their words and actions. Below is a short assessment for a front-line leader to self-reflect.
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Front line leader ______________________________________ What am I doing that will assist me in adapting to support this change?
How am I positively introducing this change to my employees?
How am I effectively managing and making plans to manage employees through the transition?
How am I prepared to reinforce and sustain the change throughout the transition?
How will we celebrate success along the way?
2.3 The Transition Team
This is a list of roles /positions in some organizations. Use this to identify the transition team members who can assist with developing and implementing your plan.
Transition Team Members or Skill Set
Considerations to determine involvement
FTE Planning
FTE Doing
FTE Sustain
Budget
Program/Project Manager
• Is support required to manage the program/project related to scope/budget/time?
Communications • Are messages required for a variety of stakeholders and audiences on a regular and frequent basis?
• Will the messages need to be aligned and coordinated with other regional or provincial and organizational initiatives?
HR/LR Consultant • Are employee roles, rate of pay, hours of work, location of work or duties significantly impacted?
• Will contract issues emerge as a result?
• Will there be position losses, new positions and/or the transfer of employees to another employer?
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Change Specialist • Do leaders need to enhance skills to build engagement and manage resistance?
• Are stakeholder impacts moderate to severe?
• What is the level of risk associated with this change?
• Do employees need to adopt a new way of doing their job (process, system, role, organizational structure?
Lean Specialist
• Are there process improvement opportunities?
• Is there alignment with the lean management system?
Performance / Business Analyst
• What metrics / key performance indicators need to be collected or developed?
Information Technology
• Is access to equipment/technology required?
• Is there a change of computer technology involved?
Finance • Are there budget development needs? • How will related costs be tracked?
Facilities • Is additional space or different space required?
• Are building modifications involved? • Will building changes impact support
services? (housekeeping, dietary, etc.)
Privacy / Legal • Are there any privacy implications, such as access to employee and/or patient information?
• Are there legal risks to individuals or the organization?
Staff Scheduling • Will employees need to be scheduled differently?
• Is a new or different master rotation required?
Other External Partners
• (ie) Union leadership, Physician leadership
Employee Champion(s)
• Who are the informal leaders who might influence this change either positively or negatively?
Patient Family Representative
• Will this change directly impact patients, clients or their families?
Other •
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2.4 Informal Change Champions
Informal champions play a critical role in the successful implementation of change. They contribute by:
• Communicating with peers and the broader community about the benefits of the change. • Building relationships at all levels of the organization that move the change forward. • Providing feedback to leaders about the progress of the change and potential
improvements. • Boosting morale in the workplace. • Engaging peers to act as champions for the change.
Some roles change champions might play:
• Participate on the transition team. • Receive and accurately transmit communication to peers and co-workers about the
change. • Assist the front line leader, change agent or sponsor with building engagement. • Collect peer feedback and inform the change leaders. • Plan activities or special events that may occur throughout the transition.
Informal Change Champions
Who Special Skills or Strengths Tasks
How will you find your change champions? What methods might you use to recruit and involve them?
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2.5 Stakeholder Engagement
Identify your stakeholder groups/individuals and develop engagement strategies. Involve stakeholders in developing the best strategies.
Stakeholder Groups
Level of Influence
Current Level of Support
Level of Engagement
Required
Important Context /
Issues / Risks
Strategies for Engagement
Relationship Manager
Individuals, groups, organizations impacted by the change
1 = No decision making authority or influence 2 = Some influence but not critical 3 = Influencer but no decision making authority 4 = Medium level decisions and influences decisions 5 = Key decisions and critical in influencing others
Green = Whole hearted support Yellow = Supportive but with reservations or limitations Red = Not supportive/ obstructive/ incapable
1 = Inform/Educate: Provide information to stakeholders to understand issues, alternatives, opportunities and solutions. 2 = Consult: Stakeholders provide feedback on issues, alternatives, opportunities and decisions. 3 = Involve: Direct work with stakeholders to ensure issues, opportunities or solutions are considered in decision-making 4= Collaborate: Stakeholders are considered partners in the decision-making process and help to develop alternatives and identify preferred solutions 5 = Empower: Decision-making authority is delegated to stakeholders
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2.6 Stakeholder Grid
Complete the stakeholder grid to provide you with a visual picture of your stakeholders and how you should best engage with them.
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2.7 Communication Plan
Your communication plan should contain:
List of stakeholders These are individuals and groups you need to keep informed
Who will be doing the communicating Identify who will be the most appropriate person to communicate with each stakeholder group
Key messages These should be both strategic and operational. While your strategic messages will be the same for everyone, there may be specific or operational messages created for individual groups.
Goals and objectives A goal is a high level vision or aim (there can be more than one). For example: To inform/create awareness to the membership of………. Objectives should be SMART – specific, measurable, achievable, relevant and timely and relate to the overall goal(s). The objectives are for the communications plan only and not for the overall project/program. For example, a communication objective might be:
-To provide communications support (key messages and intranet postings) for the xyz project so that all decisions made by the project team are communicated within one week of the decision to all (name of organization) employees. -To monitor media coverage to achieve positive news articles and correct key messages in 80% of news reports filed.
Tools What are the communication tools available to you?
• Your employee intranet or newsletter • Visibility walls and team huddles • Staff meetings • Corporate web site/publications • Standard work • Posters • E-mails • Town Hall Updates and Open Houses • “communication books” (nursing units) • other
Timeline
Your timelines will correspond with the transition timeline for your project
Communication Strategy Template
Stakeholder Tactic/Activity Messenger Timeline Delivery
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2.8 Coaching and Support Plan
Using a “coach approach” is very useful to support individuals through transitions. Coaches may wish to formally contract with coachees to clarify terms and expectations. If formal coaching arrangements need to be set up, outline them here:
Coachee Position or Role
How often Coach Date Started
2.9 Training Plan
Most change initiatives require a training plan at the right time. Refer to the Stakeholder Impacts table to identify where training needs may exist. Where possible, use on-the-job training opportunities instead of classroom simulation. Give consideration to principles of adult learning to improve retention of information.
Team Member or Group
Best mode for
training Type of training required Start Date Completion
Date
2.10 Dealing with Resistance
Resistance is a normal response to change. Change invokes our basic instinct of “fight or flight”. Resistance is an indicator that people are feeling that things are changing. Resistance may be because of many things: lack of knowledge, misunderstanding the necessity for change, making assumptions about personal and organizational impacts, not having a sense of being in control or being able to contribute to the plan, losing a sense of place, purpose or identity, etc. Resistance may also be because there are concerns or considerations that the change leaders have not been aware of, and could jeopardize the situation.
People will respond and react to any change based on their last experience with a change of a similar nature. The success of implementing any change depends on ‘surfacing resistance’ for stakeholders, getting to the underlying concerns, and putting plans in place where possible to assist with the transition.
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Resistance Management Strategies:
1. Be curious! Seek to understand the root cause of the resistance through a “coach approach” and regular dialogue.
2. Convey empathy – people need to be seen, heard and understood. 3. Provide predictable ongoing opportunities to check-in and discuss concerns. 4. Focus on the ‘what” and let go of the “how” – describe the vision and involve everyone in the
“how”. 5. Remove barriers – go back to step one and listen. 6. Be inspiring and create hope. 7. Show benefits in a real and tangible way. 8. Tell stories and make a personal appeal for support. 9. Involve the strongest dissenters in planning where possible. 10. Provide simple, clear choices and consequences. 11. Demonstrate that continued and persistent resistance will not be tolerated. 12. Use incentives.
(adapted from Prosci 2014)
Individual/Group Describe the resistance (what does it look like, sound like, feel like?)
Underlying Drivers for Resistance
Strategies to Address Resistance
Who/When
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2.11 Sustaining the Change
What reinforcement activities need to be in place to ensure the change sticks?
At the GROUP level At the INDIVIDUAL level A clear signal or “boundary event” to indicate when the
change starts Ongoing opportunities for involvement in the plan Celebrations of successes Formal recognition of group contributions Performance measurement Frequent communication Feedback opportunities
Recognition of efforts One-on-one discussions Rewards Performance measurement system Individual performance management Feedback opportunities
Date Target Group Activity Details Responsible Support Required
2.12 Preparing for Final Reports
You may be required to provide a formal report at the completion of your change project. Parts of this change plan can be used for that purpose. Consider connecting with Lean Management System advisors in your region to assist with preparing for “report out”. Tools may include:
Stick tallies
Spaghetti diagrams
Yamazumi charts
Idea sheets
A3 templates
Nemawashi Gauges
2.13 Other Tools and Resources:
- Project Charter - Project Scope Statement - Gantt Charts or Work Breakdown Structure (WBS) - Playbook to Support Transition of People http://www.3shealth.ca/hscl