Task:
Identify a real or potential change for an organisation and recommend an action plan using one of the change management tools.
You can choose any organisation of your choice and identify a specific problem which needs a change intervention. Using valid information and research, study the problem and then recommend suitable change plans which will help the organisation to overcome the problem. You should ensure that relevant change implementation models and action plan guidelines are properly followed. (Please follow the change management template attached below. Word limit – 1500 words)
Change Management Plan Template
Step 1 Identify the change
1.1 Type of change
Describe the type of change.
Which of the following does it look like? Policy change, Process change, System change, Changed job roles,
Scale of the change — large or small, Speed of the change — fast or slow
1.2 Reason for the change Describe the reason for the change …
1.3 Scope of the change Describe who in the business it includes?
How far reaching in the organisation is the change?
Is it the same for each of the business units?
1.4 Current Status? Where are you now?
Describe the situation in the organisation currently.
Describe the problem. What is the cause?
Define the context and challenges surrounding your initiative.
1.5 Future Status Where do you want to be?
Describe what the future state will bring.
Describe what it will feel like. Describe what it will look like.
Describe what you will see people doing/saying. Describe what will be done differently.
Describe what roles will be affected in the organisation and how. Describe what will improve.
Step 2 Change Specifications
2.1 Change Tactic
How will you get there?
There will be a number of areas in the organisation that will be impacted on as a result of this change and each area needs to be given consideration.
Rational – Do you need a new organisation structure? Do you need new systems? Will you need new processes?
Non-rational – What relationships will change? Will the culture embrace or reject this change? How will the stakeholders share information and transfer knowledge?
2.2 Process Change
(if applicable) Process changes tend to be more complex so you may want to consider the following questions to add more:
Does this change represent a completely new process for the organisation, or a different application of an existing process?
What are the major changes to processes? (You may need to ‘break this down’ into discrete components to allow tangible descriptions.)
What is going to be done differently? (You may need to ‘break this down’ into discrete components to allow tangible descriptions.)
2.3 People Change
(if applicable) In the process of making this change there may be an affect on people’s job roles and responsibilities. Change will invariably confront many relationships especially those that require a set of new behaviours.
What roles within the organisation are affected, and how?
What pre-requisite knowledge or training is required? What work practices will be affected?
Is there a need for new relationships to be built? (third party)
What new behaviours are required?
2.4 Information sharing
(if applicable)
Throughout the process of change information will be distributed and interpreted by staff in many different ways. It is this process that will be important in managing expectations and dealing with the rumour mill.
What policies and procedures need to be changed?
What are current methods of sharing information and does there need to be new ones developed?
2.5 Cost of change
(if applicable) Understanding the real cost to the organisation in implementing a change initiative is one way of overcoming key barriers to successful change. Gaining the right level of resourcing is important and should be considered upfront.
What would an estimate of the total cost of the activities required to carry out the change initiative?
Where will the funds come from?
Has this been negotiated with the customer and sponsor?
2.6 Risk Assessment
Identify the risk and assess the significance and likelihood of it occurring and plan the contingency.
What risks may occur upfront? Identify the key concepts that may arise along the way.
Very high Risk -Do something to control the risk immediately
Medium Risk – Do something about these risks
Low Risk – These risks do not need immediate attention
Key Risk Areas Likely Causes Preventive action Contingent action
Low Risk
Medium Risk
High Risk
Step 3 Change Approach
3.1 Stakeholder Analysis
Identifying the levels of participation of stakeholders involved in the change process allows you to make sure that a wide variety of interests are taken into account. This assessment of the change at each of the participation levels will provide you with valuable information as to how stakeholders may react to the change as well as whether you need to engage the stakeholders – attracting and holding their understanding, buy-in, and advocacy.
What are the specific target groups/audiences that will be impacted by this change?
Who might be able to help us the most? (advocates, early adopters) ,
Who might present the most resistance?
Who will be the change levers? (drivers)
3.2 Resistance to change Factors causing resistance to change
Step 4 Implementation strategies
4.1 Action plan Activity Responsibility
Time Frame
Resources
MILE STONE 1:
Activities to be rolled out Project responsibilities Roll-out timeframe Resource needed
MILE STONE 2:
Activities to be rolled out Project responsibilities Roll-out timeframe Resource needed
MILE STONE 3:
Activities to be rolled out Project responsibilities Roll-out timeframe Resource needed
4.2 Communication Plan Audience: Who is the target audience of the piece of information? What are the needs, priorities and special interests of the audience? How can you best frame the message so that it addresses the audience’s interests? Would you need to tailor a special message for each segment of the audience? How might they respond to the message and if the response may be negative or open to misinterpretation, what else needs to be said?
Objective: What is the reason for the communication? What are you trying to achieve as a result of this communication? What do you expect the target audience to do, say, think or feel as a result of this communication?
Risk: What is the worst thing that can happen if you communicate this information? What is the worst thing that can happen if you chose not to communicate this information?
Audience Key Messages
Delivery Method
Location
Length of session
date
4.3 Training Plan (Identify the current level of skills and knowledge and behaviours of the group that will be impacted on.
What prerequisite knowledge do these groups need?
What are the training strategies?
Identify requirements for a training program.
Who will do the training?
Who will fund the training?
Session Modules
Learning Outcomes
Objectives
Length of the training sessions
Target Audience
Location Facilitator
4.4 Resistance Plan Key Areas of Resistance Action to address Resistance
Responsible Person
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