Change Management – Health Check

  WHAT:

"Change management means implementing finite initiatives, which may or may not cut across the organization. The focus is on executing a well-defined shift in the way things work." (Ashkenas, 2015). A critical factor in implementing organizational change is identifying barriers and areas of the organization which are resistant to change. The Change Management – Health Check is for “Change Agents” who want to remove the resistance surrounding their initiative for successful implementation.

Our Change Management – Health Check model follows these steps:

1) Rate the performance of each change-related activity.
2) Discuss results and view alignment.
3) Prioritize the underperforming change-related activities.
4) Create an action plan to turn around underperforming activities.

  WHO:

The Change Management – Health Check decision model is for change agents and transformation managers who want to gather critical insights and identify underperforming activities for successful implementation of a change initiative.

  WHY:

Change in business is certain. Business leaders must not only recognize change, but also take necessary steps to explore and adapt new practices. This can bring new opportunities and give your organization a competitive edge. “Research shows that nearly 70 percent of large-scale change initiatives fail to meet their long-term goals. It’s no wonder employees are experiencing change fatigue — an overall sense of apathy or passive resignation toward change.” (Monahan, Murphy & Johnson, 2016)

It is important for change agents to gather critical insight from stakeholders and perform regular health checks while the change is in process to avoid failure. This allows teams to become more comfortable embracing the upcoming change.

Minimizing resistance to change is a vital role for managers. To accomplish this, effective managers must communicate clear objectives, which aids in involving more people in the process and enables them to understand why the implementation of change is necessary (Business Case Studies, 2012).

  HOW:

1)      RATE & COMMENT: Rate the change-related activities based on performance to date. In the comments section, provide your rationale for why each activity was rated the way it was and attach any supporting documents to each tile.

Change-related activity

2)      SHARE AND DISCUSS RESULTS: View stakeholder alignment and identify the activities that are being underperformed.

3)      PRIORITIZE: Allocate the amount of focus needed to address the underperforming activities. 

4)      ACTION PLAN: Develop a specific action plan for the underperforming activities to remove barriers from the change initiative.

  RESULTS

  • Evaluated list of change-related activities based on performance.
  • A prioritized list of change-related activities that need additional attention.
  • Action plan to turn around underperforming activities.

  BENEFITS & IMPACT

This exercise will enable:

Quality  Utilize stakeholder’s insights and gather critical feedback to improve the change initiative.

Efficiency – Quickly identify underperforming activities and involve all stakeholders in the process.

Engagement – Provide a safe space for stakeholders to reflect on the change initiative and provide candid feedback and recommendations.

Agility  Develop a shared understanding about barriers surrounding your change initiative, as well as an action plan for the underperforming activities.

Change-related activities mentioned in the digital decision model are inspired by the work of the team at Emerging Consultants.

  REFERENCES

Monahan, K., Murphy, T., & Johnson, M. (2016). Humanizing Change. Deloitte.
https://dupress.deloitte.com/content/dam/dup-us-en/articles/developing-more-effective-change-management-strategies/DR19_HumanizingStrategy.pdf

Business Case Studies. (2012). Barriers to change.
http://businesscasestudies.co.uk/cmi/developing-the-skills-for-managing-change/barriers-to-change.html

Ashkenas, R. (2015). We still don’t know the difference between change and transformation. Harvard Business Review.
https://hbr.org/2015/01/we-still-dont-know-the-difference-between-change-and-transformation