Preparing for Change
1. Agreeing on the goal of the change
2. Ensuring that there is a business case for change
3. Keeping employees informed about changes before they happen
4. Considering who will be affected by the change—the winners and the losers—who will help and who will hinder
5. Identifying who will be most affected and approaching them first
6. Consulting as many people as possible about the change process
7. Researching what happened during the last change
8. Ensuring that the lessons from the last change are acted upon
9. Assessing the organization’s readiness for change
10. Not making changes that are noncritical
11. Selecting a project team to plan for change
12. Appointing a champion for the change process
Planning for Change
1. Considering and evaluating the options for change
2. Planning the activities involved in the change
3. Undertaking a risk analysis of what could go wrong
4. Making contingency plans in case of setbacks
5. Looking at the resources
needed to manage the change
6. Setting a timetable for change with specific, measurable targets for each stage
7. Asking for suggestions from employees on how the change should be implemented
8. Determining the skills, attitude, and knowledge that will be needed as a result of the change
9. Providing training in new skills, attitudes, and knowledge
Implementing Change
1. Publicly marking the beginning of change
2. Setting up employee groups to gauge reaction to change
3. Identifying blockages as the change is implemented
4. Providing regular, clear, and accurate information to avoid rumors
5. Seeking and providing feedback on progress on a regular basis
6. Arranging frequent meetings
7. Conducting surveys to monitor how people are reacting to change
8. Allowing for people to resist change
9. Publicizing the benefits of the change
10. Evaluating whether change is working in the way it is intended
11. Rewarding those who champion change
12. Publicly celebrating the success of change
