Change Tools “In Use”Workforce Readiness

Leading Change Profile

(Roadblock)

(Exceptional)

(Good)

(Fair)

(Problematic)

Monitoring & Adapting

3

4

5

2

1LeadingChange

Creating a Shared Need

MobilizingCommitment

Sustaining Momentum

Aligning theInfrastructure

CommunicatingRelentlessly

Shaping theRight Vision

Diagnostic ProfileKey Actions Diagnostic Questions Score

(1-5)Leading ChangeHaving a champion who sponsors the change. Engaging leaders who provide resources, remove obstacles, and take accountability for success

1. Is there clear ownership and a mandate for change from leaders?2. Do all leaders understand their role and the actions they must take?3. Do leaders pass the “calendar test” (devote enough time)?4. Are leaders fluent in the issues, problems, and solutions?5. Are leaders accountable and willing to hold others accountable?

Creating A Shared NeedEstablishing a compelling case for change. The need for change must exceed its resistance.

1. Have we gathered/created data that demonstrates the need? 2. Have we framed the need as threats/opportunities and short/long-term?3. Have we defined the benefits/consequences of changing/not changing?4. Is the team aligned around the need and do they feel a sense of urgency?5. Do key stakeholders understand why this is important and why now?

Shaping the Right VisionEstablishing a vision so that the desired outcome of change is clear, legitimate, widely understood and shared.

1. Is the scope thoroughly defined and agreed on by all?2. Can we concisely, compellingly, consistently describe the outcomes in terms of behaviors?3. Have we created alignment around the “rightness” of the direction?4. Do stakeholders understand how their processes and behaviors must change?5. Do we have clear timeframes within which results will be achieved?

Mobilizing CommitmentInvolving and informing all relevant stakeholders to obtain ownership and support

1. Have we identified all relevant players necessary for success?2. Do key implementers clearly understand what is in it for them?3. Do we have a plan for leveraging support and minimizing resistance?4. Do we have a plan for regularly communicating with key stakeholders?5. Do we have a viable plan for removing roadblocks?

Communicating RelentlesslyEnsuring an ongoing flow of information shared in a timely manner and in a way the audience responds to.

1. Have we identified the key message for this change?2. Do we know the important audiences to communicate with?3. Have we identified appropriate channels of communication?4. Do we have a plan to deliver the communication in a credible way?5. Do we have a plan that extends beyond the initial implementation?

Aligning the InfrastructureEnsuring the management practices are used to complement and reinforce change.

1. Do we have the right people and capabilities to succeed?2. Do we have the right rewards to reinforce the change?3. Do we have sufficient financial resources to implement successfully?4. Do we have the right data/information and technology to succeed?5. Is the organizational structure (roles, authority, etc.) aligned for success?

Sustaining Momentum/Monitoring and AdaptingEnsuring that once change is started, it endures, flourishes and learnings are transferred throughout the organization.

1. Have we identified learning from previous successes/failures?2. Have we applied principles from our experiences to improve?3. Have we visibly celebrated successes?4. Do we have specific milestones for measuring our progress?5. Have we adjusted our strategies, action plans, behaviors?

5 = Exceptional: We have this completely taken care of4 = Good: We are in fine shape; this is not a concern3 = Fair: We have made progress, but this remains a concern2 = Problematic: We have not addressed this or have not

yet been successful in our efforts1 = Roadblock: This is a problem; it could derail us

Diagnostic Profile

TOOLSTeam Alignment

In & Out of FrameInstructions:1. Using post-its, have the team brainstorm all potential aspects and components of

the initiative (i.e. end results, timeframe, product lines, geographic, org/teams involved) .

2. As a group, place post-its either in the frame, outside of the frame, or on the frame if uncertainty or disagreement exists.

3. Discuss “on the frame” items in more detail to establish consensus.4. Review the team’s understanding of the scope with the project sponsor.

In and Out of Frame

In and Out of Frame

In and Out of Frame

Tool:  In & Out of ScopeInstructions:1. Brainstorm with the team, all of the things they consider in and out of scope.2. Review the ideas and identify points of disagreement.3. Establish consensus on what is in and out of scope.4. Review decisions with the project sponsor to confirm.

IN scope…What:

Where:

When:

Who:

Time:

NOT in scope…

In & Out of Scope

TOOLScreating a shared need

Threat Opportunity MatrixInstructions:1. Identify external and internal drivers that build the case for the change or

imitative.2. Discuss the questions provided to begin identifying how to frame the need for

this change most effectively so that people really hear it.3. Use this information as input to frame or customize your communications to

different stakeholders based on THEIR perceptions about relevant threats and/or opportunities.

Threats & Opportunities

Threat & Opportunities

Tool:  What’s In It For Me? Instructions:1. Review the business drivers supporting the need for change (rationale for

change).2. Think of the people impacted by the change. What’s in it for them? Brainstorm

the benefits to your user community by answering “What’s In It For Me?” from their perspective.

3. Discuss any connection between identified benefits and business drivers. For example, a business driver of increasing productivity would equate to a simpler process for the end user (saving time and money).

WIIFM/ Business Drivers 

WIIFM

TOOLSshaping the right vision

Backward ImagingInstructions:1. As individuals, picture a point in the future, where the project or initiative has

already been implemented, and is very successful.2. Individually record descriptions of what you would see, as you observe key

constituents functioning in the changed state.3. Discuss individual pictures, debate, and modify as necessary. 4. Determine what critical actions, decisions, and new assumptions it will take to

attain the future you have described.

What do you see?________________________________________________________________________________________________________________________________________________________________________________________________

What will it take?________________________________________________________________________________________________________________________________________________________________________________________________

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Backward Imaging, Part 1

Backward Imaging, Part 2

Bull’s Eye ChartMaking A Vision Actionable

Actions &Behaviors

Vision

Mindset

Stating the vision in actionable, behavioral terms, helps the team gain commitment and identify sources of

resistance.21

Bull’s Eye ChartInstructions:1. Identify the mission and vision for the initiative.2. Discuss what changes in attitudes and perceptions are necessary to support

the change. 3. Identify specific actions and behaviors that will create or reinforce the mindset

to achieve the mission.

VISIONMission & Vision

MINDSETAttitudes & Perceptions

ACTIONS & BEHAVIORSMore of

Less of

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Actions and Behaviors:  More Of/ Less Of

Actions and Behaviors:  More Of/ Less Of

Elevator SpeechInstructions:1. Imagine a chance meeting with a key stakeholder

in an elevator.2. The key stakeholder asks: “I heard you are

working on the ____________ initiative. What’s it all about?”

3. Prepare and practice a short answer to that questions that can be delivered in 30 seconds or less.

My Elevator Speech:

GUIDELINES What it’s about Why it’s important What success will

look like How we need your

help

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Elevator Speech

Elevator Speech

TOOLSmobilizing commitment

Stakeholder Identification1. Who will be impacted by the

project?

2. Who will be responsible or accountable for the project?

3. Who will have decision authority on the project?

4. Who can support or obstruct the project?

5. Who has been involved in this type of project in the past?

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Stakeholder Matrix1. Categorize the list of

stakeholders based on their relative power and interest.

2. Brainstorm the specific messages each stakeholder needs about the initiative.

3. Discuss strategies for engaging stakeholders in meaningful ways.

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Stakeholder Matrix

Key Constituents Map

___

___

___ ___

Impact Number Affected

___

___

___ ___

Resistance

___

___

___ ___

Instructions:1. Prioritize which group’s work and/or operations will be most impacted by the

initiative2. Prioritize which group has the most people affected by the change3. Prioritize which group is expected to be most resistant of the change4. Use the output of this tool as input for communications planning

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Key Constituents Map

Stakeholder Analysis

KeyStakeholders

Stakeholders’ Positions on the Initiative-2

Strongly Against

-1Moderately

Against

0Neutral

+1Moderately Supportive

+2Strongly

Supportive

Reasons for Current Position

Note: Key Stakeholders = Units, functions, and/or individuals

Instructions:1. Identify all stakeholders as specifically as possible2. Record your perception of their current position regarding the initiative (X) &

reasons for current position3. Draw an arrow to where each stakeholder needs to be in order to succeed4. Identify actions required to influence critical stakeholders

ex. Joe Smith XDoesn’t understand initiative

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Stakeholder Analysis

Stakeholder Analysis

TOOLScommunicating relentlessly

Analysis of Audience NeedsIn developing the communication strategy, it is critical that we recognize what we want each audience to understand, consider and do. The following chart helps outline that information:

If I am… I need to UNDERSTAND…

I need to CONSIDER…

I need to DO…

Senior Leadership

Business Unit Leadership

Employees

Etc

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Analysis Audience Needs

Key Messages by Audience1. List various audiences impacted by the change.2. Identify messages that are common for everyone.3. Identify key messages for each audience/ stake

40

Key Messages by Audience

Communication PlanGoal:_________________________________________________

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Communication Plan

TOOLSaligning the infrastructure

Force Field Analysis1. Brainstorm the driving forces supporting the change.2. Brainstorm the restraining forces opposing the change.3. Develop a strategy to strengthen the driving forces or weaken the restraining

forces.

48

Force Field Analysis

TOOLSadditional project work

Identifying Actions

Prioritization of Impact (2x2)

Prioritization of Impact (2x2)

Goal Planning

Mid‐Year Reviews