Change Initiative Phases
Stage 1: Denial
Change Blueprint Phase: Diagnose
What:
People in the denial stage of the change curve need information about the change:
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Why do we need to change?
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What are the consequences of not changing?
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What is the desired ‘end game’ – outcomes and benefits?
This information should speak to the rational and logical brain and provide facts and evidence justifying the change.
Who:
The best people to communicate this information are the change sponsors – senior managers who are accountable for the change. They should link the desired change to the University’s (or department, team, college, discipline, etc) strategic goals.
How:
The Diagnose phase of the change blueprint focuses on ensuring everyone understands the Shared change purpose. Key activities in this phase help identify the desired future state; the rationale and business case for change; and clearly articulate the desired benefits.
The other key processes are around creating the appropriate team to sponsor and lead the change and provide Visible change leadership.
Processes and Steps
| Processes and steps | Documents Gate 1 |
|---|---|
| Future State Definition and Roadmap Business Case: Strategic Outline Case |
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Stage 2: Resistance
Change Blueprint Phase: Design
What:
People in the resistance stage of the change curve need support in their personal change journey and to have a voice in the design of new ways of working
Who:
The best people to support staff through change are line managers who know their staff best and can help engage them in the change process. Communication and engagement in the ‘resistance’ stage should be 1:1 and face-to-face to ensure individual concerns and needs are identified, listened to and addressed. This is the ‘heart’ part of talking to people’s hearts and minds which is a key element in successful change. People need to be motivated to change and will want to understand ‘what’s in it for me?’ Line managers should begin to work with staff through the Strong individual performance processes and steps.
How:
The Design phase of the change blueprint focuses on clarifying the details of what is going to change. It is critical in this phase to fully understand how things work currently and to build a picture of how things should work in the future to fully meet the desired outcomes and deliver the benefits. This phase is about bringing the vision to life. Several options should be considered to ensure that there is a viable option to deliver the change (and to test that ‘do nothing’ is not an appropriate action). This ensures that there is a clear rationale for what is to be implemented and the roadmap for delivery is based on a solid understanding of the strengths and weaknesses of the current way of doing things. Understanding the new staffing approach, operating model and cost:benefit analysis are key activities in this phase [links]
Process and Steps
| Processes and steps | Documents Gate 2 |
|---|---|
| Business Case: Outline Business Case |
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Stage 3: Exploration
Change Blueprint Phase: Develop & Deliver
What:
People in the exploration stage of the change curve need direction. This is the stage where the nuts and bolts of how things are going to change are developed – new processes, systems and new ways of working.
Who:
The exploration stage is a creative time for teams – working out how to make the change happen. It is important for teams to own these new ways of working so empowering people to develop processes and identify new behaviours is critical. Peer to peer support is useful in this stage so that early adopters and change champions can help and encourage others. Don’t forget key customers and stakeholders too as their perspectives on what works now and how things could be better are really important to the success of the change.
How:
The Develop phase of the change blueprint focuses on plans and also on change readiness [link]– taking stock and making sure that the change is fully ready to implement with the impact on business as usual understood and contingency plans in place in case of problems. Communication with staff and stakeholders is key and should be clear about what is happening and when. It should also detail what is changing, what is not changing and any new responsibilities that will be in place. Make sure to target the right information to the right people at the right time [link]. Tailored communication is important so that people can focus in the information that is directly relevant to them and any actions that they will need to take.
Processes and Steps
| Prcoesses and steps | Documents Gate 3 |
|---|---|
| 5.1 Define workstreams, tasks and timeline 5.2 Define assumptions and risks |
Communications Planning Overview Organisation Design Business Case: Full Business Case |
| 11.1 Develop stakeholder communication plan 11.2 Deliver stakeholder communication |
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Stage 4: Commitment
Change Blueprint Phase: Deliver & Sustain
What:
People in the commitment stage of the change curve need encouragement.
Who:
Communication in the commitment stage should revert back to change sponsors and senior managers. They need to acknowledge the effort involved in making the change happen and celebrate success. They should also review how the change initiative went and learn lessons for future changes. There needs to be a period of consolidation to embed the changes before embarking on any new changes. New behaviours and ways of working need to become the new normal – how we do things round here. It is important to make sure that staff and stakeholders know that the change is complete and to reiterate why it happened, confirm that benefits have (or will be) realised and make sure everyone knows and understands the new ways of working.
How:
The Sustain phase of the change blueprint focuses on embedding the change and realising the benefits. Meaningful change measurement is a key element in this phase – reviewing the Business Case and assessing how reality matches up to expectations. It is also important to document lessons learned – things that went well and things that could be improved – so that subsequent changes can be better.
Processes and Steps
| Processes and steps | Documents Gate 5 |
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