Change Management Planning Checklist

The 2005 study showed a significant increase in the number of projects using a structured methodology - from 34% in 2003 to 55% in 2005. Additionally, participants cited the use of a structured process and tools as the number two contributor to success, behind only effective sponsorship. Correlation analysis shows that change management efforts using a structured approach are more effective and more likely to achieve project objectives.

A 'one-size-fits-all' approach to managing change is ineffective. Change management strategies and plans should be scaled based on two factors: 1) the specific characteristics of the change (type, breadth, size, etc.) and 2) the organizations being impacted by the change (history, culture, etc.). Be sure that the change management approaches match the actual initiative that is being managed.

Successful organizational change can only occur when each individual impacted by the change goes through their own personal transition. The most effective approaches to managing change combine an individual model for how people experience change (such as ADKAR®) with the organizational tools that can be used to support this individual change (communication, sponsorship, coaching, etc.).

Sponsorship - the active and visible participation of the leaders who authorized and funded an initiative - is repeatedly cited as the number one contributor to success. The level of the primary sponsor must match up with the size and type of change and the groups being impacted by the change. Determine if the change has the right level of sponsorship before moving ahead.

The 2005 study identified three key roles of sponsors - participating actively and visibly throughout the project, building the needed coalition of leaders and communicating directly with employees. Many times, change agents must coach their senior leaders to fulfill these roles - both making them aware of the roles and supporting the execution of the roles. Find out more about sponsors in the Prosci Sponsorship Checklist.

Effective communication plans are targeted to the audience, use a variety of channels, provide feedback opportunities and capitalize on the preferred senders of change messages. Be sure that the communication plan is not just deciding what you want to tell someone, but architecting a complete approach to ensuring that receivers understand and internalize your key messages. Find out more about communication plans in the Prosci Communication Checklist. 

Managers and supervisors play a crucial role in making organizational changes successful. They are preferred senders of messages related to how a change impacts employees specifically. They play a central role in identifying and managing resistance. And they have the unique and close relationships with their direct reports that allow them to be effective coaches. A complete change management approach includes a coaching plan for getting them involved and supportive of the change. In addition, the coaching plan provides  the tools to support them in their role as coaches during the change.

Resistance management is a central component of change management. Proactive resistance management involves identifying what resistance might look like, where it might come from and ways to answer objections and build support early in the project. Reactive resistance management includes ways to effectively deal with resistance when it does emerge during implementation. A good change management approach includes both of these tools.