All change projects require you to move people from how they currently think and act to new ways of thinking and acting. The underlying rationale for change must be that it will lead to better performance, but this starting point is rarely enough for people to change.
There are many factors to consider as you assess the scope and magnitude of your change project. Often, change leaders make commitments regarding a big organizational change before doing their homework. They don’t spend enough time understanding where colleagues currently are at and where they need to be. Comparing these two positions will give you a sense of what needs to change (mind-sets, behaviors, skills, processes, and systems), how big of a change is required, and how difficult it will be to make. In total, assessing all of these aspects of your change project will give you a sense of exactly what you have been asked to do.
Part I:
Figuring It Out
The Plan
- What do I bring to the Project?
- How do I identify what needs to change?
- What have we done before, and did it work?
- What other change projects are going on?
Communication
- Who are the stakeholders that can influence success?
- What is the water cooler talk about your proposed change?
Getting Results
