Do you have a change management process checklist? If you don’t, but you’re planning to affect changes in your organization or any other organization, then stop what you’re doing right now, because you need this checklist to be worked out before you begin. Going in blind, without a clear plan (implemented by a standard conceptual checklist) is going to end in absolute disaster. Trust me, I’ve seen this before, as have many of my colleagues.
You need a change management process checklist, and you need to follow every step of it before, during and after your implementation of change. You don’t have one? Well, instead of running about the internet like a beheaded chicken trying to find one, look no further, because below, in very concise wording, I’m going to give you one!
Segment A: Change Planning
1 – Develop a Plan: First, you need to know what your goals are, and how to get there. What needs changed, why? What obstacles do you foresee? What change model do you want to use?
2 – Work Out your Case for Change: You need to have an angle you’re coming from, as to why the status quo doesn’t work, and what change will improve and how.
3 – Readiness Assessment: Have you identified the opposition of change, as well as those indifferent or willing to support change?
4 – Ethics: Have you considered the ethical ramifications of the changes being made both in how you implement them and the nature of the changes and their effects on those subject to them?
5 – Transition: Have you worked out a good point to end the old processes and hand over reigns to the new ones?
6 – Impact: Have you factored in the impact the changes will have on support systems such as regulations, tertiary processes and technology, fail to mention budget and impact on stakeholders?
7 – Communication and Learning: Have you worked out a solid plan and approach for communication, implementation of training necessary and other human elements? This is crucial!
Segment B: Implementation
1 – Maintaining Communication: Are you keeping staff up to date on the vision of the change, the process as it currently is, and providing good sources of additional information should they need them?
2 – Engaging Everyone: Are you making sure that all parties involved in change are being evenly engaged in a parallel manner so there’s no uneven “out of sync” implementation of change via training or measurement?
3 – Sense of Status Quo: Are you making sure staff have a sense of business as usual as defined during this provisional period, so that the entire system does not stall and become unproductive during the change process?
4 – Feedback and Problem Solving: Are you providing feedback to staff in a timely manner to reinforce successful adoption of changes and to correct problems where they arise with unsuccessful adoption?
5 – Being Responsive and Helpful: Are you responding positively and engagingly to feedback from staff in a supportive manner when issues are raised? Are you helping staff implement changes yourself, rather than mandating them from an ivory tower? Finally, are you being responsive in keeping stakeholders up to date on the process daily?
Segment C: Consolidation and Evaluation
1 – Team Goals: Have you set realistic goals for the new conditions within the teams involved?
2 – Accurate Policy: Do policies and procedures in place reflect the changes now set in place? Refine them to ensure this.
3 – Positive Reinforcement: Are you rewarding and reinforcing behaviors conducive to the new changes?
4 – Unanimity: Do other systems, processes and regulations semi-related not contradict the changes in gaping ways?
5 – Stakeholder Input Once More: Have you used stakeholder input in your evaluation during implementation and consolidation?
6 – Learn from Experience: Evaluate what problems and new challenges you have discovered from this change process, and discover what this can teach you in the future.
7 – Return Result: Have you informed stakeholders of the outcomes of change?
This is just a condensed change management process checklist, but it’s a fantastic barebones one to work from, I use it as do my colleagues and it hasn’t done us wrong yet!
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