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5 Facets of Change - A Tool for new Change Agents

In this blog entry, as promised, I'm going to run through a simple tool that will help newcomers to Change Management, and should be useful for seasoned practitioners. Only a brief summary is shown here - more information will be available on my website (www.allygill.co.uk)in the next few days. This is still a work in progress and may be subject to change. Specifically, I'm looking to simplify the names of each of the facets to make them easier to remember! However, even in this early state, the tool provides the user with the key elements that must be considered before embarking on a change programme or project. 5 Facets of Change describes the five key elements which need to be considered throughout the change lifecycle. They support a central concept which describes the actual change you are trying to embed in your organisation.
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Change Definition & Integration Defines the business process and/or technology needed to support the change, and determines how the change will be integrated into the business operations of the organisation. The 5 Facets of Change support this central theme. Sponsorship, Change Team and Changeability Defines the elements of change infrastructure required to initiate any serious change across an enterprise. These can be defined at the enterprise level and tailored for specific change projects.
  • Sponsorship - Builds sponsorship for the change and creates a learning organisation capable of planning, implementing and sustaining the change
  • Change Team - Establishes the team and support structures needed to plan, implement, and sustain the change
  • Changeability - Examines the propensity of the organisation towards change based on history, infrastructure and overall ability to change
Education, Training and Communication Describes all communication activities associated with the change
  • Education & Training - Specifies a training and education program that will provide stakeholders with the skills and knowledge required for planning, implementing and sustaining the change(s)
  • Communication - Identifies two-way communication necessary to successfully plan, implement and sustain the change(s)
Planning, Management and Measurement Defines all project management activities associated with implementing a change. Should align with organisational project management processes.
  • Planning & Management - Identifies the activities requirement to actively plan and manage the change to minimise the risk of failure
  • Measurement - Establishes a metrics program capable of tracking and monitoring business value measures, transition measures, and change readiness measures that will enable learning and continuous improvement.
People, Behaviour and Performance Management
  • People - Establishes how to deal with the people who will be affected by the change. Uses ADKAR model (Awareness, Desire, Knowledge, Ability, Reinforcement)
  • Behaviour & Performance Management - Establishes mechanisms that will reinforce behaviours that support the change and eliminate mechanisms that reinforce dysfunctional behaviours
Stakeholder Relationship Management Identifies how to manage internal and external stakeholder expectations while planning, implementing and sustaining the change(s).
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