C4C Ch 7 Planning for Change

Analyzing individuals or groups who could be impacted by a change initiative and understanding their influence.

A tool used to visualize the influence and attitude of stakeholders towards a change initiative.

Recognizing and understanding how different groups of people might be affected by a change, including their level of support or resistance.

The people whose support is crucial to the successful implementation of a change.

Ensuring that individuals understand the benefits of a change initiative for both the organization and themselves.

Involves understanding the client's needs, goals, and context. This may include examining the client's culture, values, processes, and past experiences.

This stage involves building trust, rapport, and a shared vision with the client. This includes active listening, open communication, and collaborative planning.

Focuses on outlining the steps and resources needed to implement the change, including setting clear goals, defining roles and responsibilities, and creating a roadmap.

This stage involves putting the change plan into action, monitoring progress, and adapting as needed.

Focuses on motivating and inspiring the client to embrace and sustain the change. This may involve celebrating successes, addressing challenges, and providing ongoing support.

A group of individuals who are needed to actively support and drive the change initiative.

The process of understanding how people feel about a change and whether they are likely to support or oppose it.

The ability of a stakeholder to affect the outcome of the change effort.

The positive impact or benefits that a change initiative will bring about.

A detailed explanation of how a change will lead to desired outcomes.

A structured plan that outlines the steps and actions needed to implement a change.

The process of setting specific, achievable, and measurable targets for a change initiative.

This model describes the stages individuals go through when faced with change. It highlights the emotional journey of acceptance, starting with denial and ending with acceptance.

This stage represents the initial resistance and denial of change. People may feel overwhelmed by the unknown and struggle to accept the need for change.

This is the period of uncertainty and confusion after the old way ends and before the new one begins. People may feel lost, unsure, and needing support.

This signifies the acceptance of change and adaptation to the new way of doing things. Individuals feel more confident and comfortable with the new reality.

This indicates a shift in focus towards a human-centered approach to change within organizations. It emphasizes understanding and supporting the emotional journey of individuals during change.

A group of people who are responsible for leading and guiding a change initiative.

Focuses on achieving the desired change by bringing people together and mobilizing them to act.

Building trust and confidence among team members is essential for effective collaboration.

The guiding team needs enough influence and authority to implement the change successfully.

Experimenting and testing different approaches to see what works best during the change process.

Taking ownership of the change by making choices and committing to the course of action.

Reflecting on the change process and what has been achieved.

The ability to understand and manage different perspectives and influences on the change process.

In change management, short-term wins are small, achievable goals that demonstrate progress and build momentum. They provide a sense of accomplishment and motivate stakeholders to stay committed to the change effort.

A premortem is a planning technique where a team imagines a project has failed and brainstorms reasons for the failure. By proactively identifying potential problems, the team can take steps to prevent them from happening and enhance the project's success.

Empowering individuals within an organization means giving them the authority, resources, and support to make decisions and take ownership of their work. It fosters a sense of responsibility and encourages innovation.

In change management, 'low-hanging fruit' refers to tasks or projects that are easy to achieve, requiring minimal time and effort. They provide quick wins and build confidence in the change process.

The gestation period refers to the time it takes to see results from a change initiative. It's important to consider the gestation period when choosing short-term wins, as some changes will take longer to show their full impact.

Unambiguous means clear and easy to understand. In change management, unambiguous wins are easy to see or measure, leaving no doubt about their success.

Visible wins are those that are easily noticeable and recognized by stakeholders. They help to demonstrate progress and build excitement around the change effort.

Meaningful wins are those that resonate with stakeholders, addressing their needs and concerns, and demonstrating the value of the change effort.