Change Blueprint Quick Start Guide

The change blueprint is constructed to support the phases of a change initiative from diagnosing the problem to sustaining the desired changes. These phases are:

The blueprint also focuses on key themes that are critical to successful change management and cut across the time-based phases. These elements are:

We don’t all respond to change in the same way or even in the same way as we responded to the last change initiative we were involved in. A number of factors influence how individuals feel about change, these include:

The size of the change
The impact of the change
Personal implications (positive and negative)
The amount of control and influence you have
Where the change takes place
Previous experience of change
The amount of change going on elsewhere in your life

During a change initiative ensure you take time to think about these factors for yourself and others in the team – how can you try to actively improve the experience?

This ‘Quick Start’ guide aims to help managers and participants involved in Operational and Transactional change initiatives.

Charter for Change

The University has adopted a Charter for Change which is a two-way commitment to the change process between the organisation and the individual. It sets out:

How change will be managed
The respective responsibilities for leaders and participants in a change initiative

It is based on the University’s values and complements existing policies and procedures.

Scale of Change

The University has identified three different types of change initiative:

Transformative
Operational
Transactional

Transformational initiatives‌ are complex, University-wide projects which, typically, will be supported by a programme or project manager from the SDU.

Operational and Transactional initiatives are local changes under the leadership of team, department or discipline managers.

Refer to the Complexity Assessment determine the scale of your initiative.
Refer to the Document Library to see what steps, tools and documents are suggested for Operational and Transactional change initiatives.

Stress Management Standards for Change

HSE Stress Management Standard for Change:

Organisations should:

Explain what the organisation wants to achieve and why it is essential that the change takes place
Consult staff at an early stage and throughout the change process
Involve staff in the planning process so that they understand how their work fits in
Explain timescales and how changes will directly impact on them

…the Change Blueprint is designed to support these standards.

To help manage change effectively and reduce stress and uncertainty, these key activities need to happen:

When	Who	What
Before change happens	Change sponsors and leaders	Clearly communicate why the change is happening; what the desired outcomes are; and how this change fits with the University’s goals and other changes
	Impacted staff	Engage, ask questions, find out more
During change	Change sponsors and leaders	Communicate the vision for the future and the roadmap to get there; be clear about impacts on staff and customers; ensure communication appeals to hearts and minds; support and encourage – ‘walk the talk’; ensure opportunities for feedback; listen and respond; address concerns and be clear about constraints
	Impacted staff	Actively engage and provide input; understand the personal impacts and options; help design new ways of working
After change has happened	Change sponsors and leaders	Celebrate success; learn lessons; consolidate the change – don’t start new change immediately; reinforce new behaviours and embed the new ways of working – make this the new ‘norm’
	Impacted staff	Embrace opportunities; look for ways to continuously improve the way things work