Change Management Plan is defined to manage the changes while executing a project.
When the time comes to implement an effective organizational change management plan, you may find that it’s a fair bit of a nuisance to work these out from scratch. There are a lot of model plans online that are in fact quite effective, but usually, when these are presented on websites and in journals, the descriptions of how they work are so fraught with jargon and fluff that they make almost no sense to those trying to implement what they’re showing.
Well, I think it’s high time to demonstrate an effective organizational change management plan without the fluff and jargon. I know that when I first started working in this field, I would’ve killed for a down to earth, no nonsense outline of this sort of plan, so let’s make one.
This is based on the Five Levers methodology, though I’ve trimmed the fat a good bit in some spots, and reworked a few others because frankly, that methodology’s the most effective, but it’s fairly bloated with legacy ideas.
Sections of Organizational Change Management Plan:
These different sections are not actually orderly steps so much as parallel smaller plans addressing different aspects of implementing change management, but this is a good order to formulate them in at any rate.
The first thing to address, in that spirit, is the strategy for communicating the needed changes, the reasons for them, and for also managing feedback from those affected as well. The key elements here are a planning spreadsheet to time who to communicate with, what to communicate, and when different communication sessions must take place. You also need to work out your guidelines for key messages pertaining to executives, middle managers and employees.
I hate the term sponsorship being used for this, because it calls to mind the wrong idea of what it is. Your sponsorship are the proponents of the changes you want to put into effect, as well as those willing to contribute to helping you implement them. They are not, at least exclusively, financial backers.
But, in your sponsorship roadmap, you need first to cement these sponsors with an impact index – in other words, the effects change will have both positively through its goals, and negatively as side effects (this will happen). Along with this, you need to diagram the resources and competencies of sponsors, including who is aiding in what way, and who has what significance by being a proponent.
This is the main mechanic of implementing change, where you interact with groups and individuals to guide them to perform by new guidelines, whatever they may be. This is mostly just working out a group agenda, and plans for individual coaching instances. The important thing to note, no matter what plan you use, is that using a proxy is a bad idea. This is very much a relationship thing.
Training, along with coaching, is the other main mechanic for implementing changes. This involves mainly identifying the types of audiences you will train, and the needs assessment for these (SWOT or similar techniques work here).
Resistance Management Plan.
This is all about counteracting the natural resistance individuals may have. This involves proactively selling them on the changes, and reactive plans for the different issues they will cite for their resistance.
And now you see the five pillars, or as this plan calls them, the five levers of an effective organizational change management plan. Of course, this is just a basic conceptual plan, and each of these elements, we’ll probably address in greater detail down the line.