Component 12. The Change Facilitators Handbook

Author
David Williams
The Change Facilitators Handbook
A Roadmap For People New To Change
Component 12 of The Change Formula Portfolio©

Copyright © Senija Group
THE CHANGE FACILITATORS HANDBOOK
A ROADMAP FOR PEOPLE NEW TO CHANGE!
© 2018 DAVID WILLIAMS
All rights reserved. No part of this book may be reproduced in any
form or by any means without the written permission of the publisher
(except by a reviewer, who may quote brief passages and/or show
brief video clips in a review).
Edition 1.0
ISBN: 978-1-64570-183-5
Published in Australia by Senija Group Publishing

DEDICATION
To my wife, Sarah, for giving me her unwavering support on our life
adventure together. If you know Sarah, you know of her incredible
energy and ability to get things done, which at times puts me to
shame. She is world-class in her own profession … an inspiration to
everyone!
So many people have contributed to my personal growth and
influenced my path. They are often in my heart and mind even if we
have parted ways over the years. It hasn’t always been an easy
road and some of my ideas about change have not always been
fully accepted … particularly that change must change! But some of
my greatest learnings have been from those who challenged me.
If you know me, if our paths have crossed, I thank you for that
experience, that learning.

Change is not an event
… it is a process for a
sustainable future!

I guess there are a number of reasons that people write books. Just wanting to satisfy that creative urge,
making a name for themselves and of course the potential for financial return. For me it is all of those
things, but also the fact that I wanted to capture the experiences of what seems a lifetime in change
management as a professional practitioner and create some sort of legacy, some kind of reference point.
I know that many great people have already and in the future will write ground breaking ideas about
change. Like everyone I stand on the shoulders of giants … and perhaps at some point along my journey I
have enabled others to stand on mine!
Change Management as a career is still developing and is still an exercise of education within
organisations as practitioners continually have to sell the service and create credibility. Too many
organisations are dismantling the Change Management Office because they have become overly
bureaucratic, don’t align with the Project Office and hinder rather than help. For me change management
should be “Showing the way … not getting in the way!”
This book is primarily for those people who may be new to change as a practitioner and/or are
undertaking a temporary role in change as a business representative. I believe that it is also a useful
reference for the practicing Change Manager as a refresher.
Best wishes,
David
Note from the Author
page 5Copyright © Senija GroupCopyright © Senija GroupCopyright © Senija Group

About this book
page 6Copyright © Senija Group

I first had the idea for this Handbook as part of an assignment for the Communities Department in the State
of Queensland, Australia. The organisation was in strife with child abuse statistics mounting, compounded by
a system that was antiquated and inefficient. Part of the solution was the implementation of new case
management software that would support case mangers and reduce the growing problem throughout the
region. In order to cover the ground, Queensland is a very large State, south from the Gold Coast up to the
tip of Thursday Island and out west as far as Mount Isa, the program recruited Change Facilitators from the
business regions for a 12 month secondment. These people were not change practitioners and so we invited
them all to Brisbane for a short course and set up the Change Facilitators Network as a support and
learning mechanism, coaching them through the whole process.
To assist the Change Facilitators I prepared a handbook very similar to the one you are reading now. These
wonderful people, many of them case mangers from the field with subject matter expertise were not
involved in the initial business case preparation, change strategy, benefits realisation and a host of other
activities that the professional Change Manager would be involved in. They were on the fringes of course
and impacted by these things, but they were not within the scope of the Change Facilitator role. What we
needed was people focused on people in the field rather than more strategists based at HQ.
In order to make the handbook as practical as possible Part One has been written as a high level guide to
the role of the Change Facilitator. It starts with an overview of the Change Facilitators Network, a sample
Job Description and a typical Day In The Life of a Change Facilitator. I take the reader through an
accepted change process and my own framework, IDEAL©, the 9 Core Elements of a perfect change and
how these all align to the “Holy Grail” of change … The Change Formula©.
About this book

Part two is simply a sample set of tools, or what I call enablers, that can be used and has been showcased
from a sample flow as they “could” be used in the field.
This toolkit is not exhaustive and I will add further supplementary short booklets to the portfolio over time.
As you read, imagine that you have been appointed to a new Project as a Change Facilitator and have
been given this handbook on change management as a guide.
Being written in this way, new people to the science of change management can easily understand how to
implement change and also use the document as a template/reference to tailor to their own “real life”
change project.
My key aspiration is to create Change as a Skill© (CaaS )within organisations and my hope is that it will
create a legacy of change skills many years after the professional change practitioner has left the building!
Thus this guide is for those people new to the concept of the people side of change and as a
refresher/reference for all professional organisational change practitioners.
The Change Formula Portfolio© is the collection of complete Senija Group change management tools that
incorporates the Change as a Skill© (CaaS) initiative “The Smart Change Program©”. “The Change
Facilitators Handbook” is only a component of this collection … see page 179.
About this book

PART ONE
The Change Facilitator Network
page 11
A Day in the Life!
page 22
Key Focus for the Change Facilitator
page 25
The Organisational Change Management Process
page 27
The Change Formula ©
page 30
The Core Elements of Complex Change
page 36
The IDEAL © Toolbox Compartments
page 42
How the Tools Flow
page 50
PART TWO
The Tools
page 60
Contents
9

PART ONE

The Change Facilitator Network

The Change Facilitator Network (CFN) will provide a powerful support base for the Change Facilitator as
they navigate change as a practitioner to engage with stakeholders at all levels and provide significant
feedback to the group ensuring business risk is being mitigated and consistent and regular messages are
being communicated, up, down and across the stakeholder population.
During the disruption of change, people leaders and staff will be required to “over-perform” and this will
generate yet more pressure and stress levels on the organisation and represent a significant risk to the
overall success of the Project and all the business improvement projects under the corporate program as
hierarchical structures possibly weaken through massive change, before strengthening once again in the
new environment post change.
Key to the successful implementation of the Project will be the engagement of stakeholders at all levels of
the organisation. The objective of the stakeholder engagement strategy (separate document) is to ensure a
seamless implementation of change across a multidisciplinary organisation located within significant
geographical areas. Offices can be serviced state-wide through Change Facilitator representation and link
with the CFN at HQ to ensure consistency and quality across the business . During a high level of continuous
change from various directions, many that are not within project scope, there will need to be an
unprecedented commitment to change that will impact process, systems, current working practices and
behaviours. The task to define the current stakeholder climate, measure impact on an ongoing basis and
implement appropriate change enablers will thus require the support of an organisational change network
to coordinate and support management and front line teams.
Background

Studies by Dr Richard Schonberger of WCP Global Partners on change in organisations have shown that
only about 10 percent of the people in most organisations will actively embrace change, approximately 80
percent will wait to be convinced, or wait until the change is unavoidable and the remaining 10 percent
may actively withhold full collaboration for the change. In some cases, they may even seek to subvert or
sabotage the process. The new project ay have a ‘whole of organisation’ impact. The internal stakeholder
population alone may be considerable by any standards. However, in addition there may be a growing
external stakeholder group that also requires management. With ongoing restructuring the target audience
is constantly moving and will require increasing levels of communication and coordination for the project to
be successful.
As the 10:80:10 ratio indicates, the organisation must strive to create ‘critical mass’ support for change and
this can be achieved through a network of Organisational Change Facilitators (OCF) dedicated to creating
a Change Community of Practice CCoP). This will release pressure for front-line staff and enable them to
continue to embrace an increasing workload. The advantages that a formal zonal, regional and corporate
change network will bring are:
• at a local level taking a lead role in facilitating project change management activities to maximise
organisational deliverables
• creating an early warning system on change status at a local level, providing feedback to ensure appropriate
interventions are implemented
• making sure consistent messages are communicated to the right people at the right time
• connect people and build relationships across boundaries of geography or discipline
• provide an ongoing context for face-to-face knowledge exchange that can be far more effective than emails
and flyers.
Background

• align the organisation to a learning community – more people will know, who knows who knows what, and will
know it faster
• multiply intellectual change capital by the power of organisational capital, reducing organisational friction and
encouraging organisational cohesion
• create an ongoing, shared knowledge space for people who are geographically dispersed
• amplify innovation and support – creating group dynamics to change issues and problem-solving.
Language
Maintaining positive language will be a key enabler for the project. As an example …
• We talk about Enablers … not interventions
• Collaboration … not resistance
• Learning … not just training
• Sustaining … not just reinforcing
• Sponsorship as an active whole of business responsibility, not just a title for an executive.
Positive language is set by example in the little things. The conversations in corridors, the kitchen and
the small huddles of people taking a break from their tasks but still carrying the fears of change with
them. Its about challenging negativity rather than just nodding in superficial agreement. Its about
talking success in the face of change that creates short term disruption, maybe even chaos.
Background

The Change Facilitator Network will act as a ‘Key Driver’ for change throughout the organisation to
maximise enablers and minimise inhibitors to the overall business objectives. The Change Facilitator
Network may consist of several Organisational Change Facilitator’s deployed throughout the organisation
and located within Zonal, Regional and Corporate group offices. It is likely that they will report to and be
supported by a Change Manager or Head of Change.
The key objective is to reach into the heart of the stakeholder population to ensure a complete
understanding of the current climate in order for the OCF to recommend and confidently deploy
appropriate organisational change enablers from an informed perspective.
The size and geographically dispersed nature of the Change Facilitator Network may require significant
coordination and management by the Organisational Change Team and specifically the Head of Change
responsible for the overall change network. The CFN strategy will encompass some key milestones to ensure
a complete and professional deployment of the Change Facilitators and an ongoing process of monitoring
and feedback as follows:
• plan Strategy
• document the Change Facilitator Network
• recruit Change Facilitators
• deploy/introduce Change Facilitators to local offices
• set up arrangements within State offices
• define communication lines
• create a consolidated Change Dashboard.
The Change Facilitator Network – An Overview

• ongoing coaching
• ongoing monitoring & reporting.
The strategic deployment of the Change Facilitators within an appropriate office location for the region or
division will be critical and the process of creating a smooth introduction will be paramount in ensuring
acceptance and buy-in by the local stakeholder team.
On page 17 the Change Facilitator's Job Description has been profiled. This is a guide only and can be
developed to align with future projects. Note that the Change Facilitator role can change from project to
project and can be defined differently from organisation to organisation. Some companies require Change
Facilitators to be experts with process design, implement training or become communications guru’s. In fact,
some organisation think that Change Facilitator's are sudo Communications Managers.
The philosophy for Change Facilitators on the Project is that they have a role of bringing all the facets of
change together through collaboration to make sure they are delivered consistently and effectively to
mitigate risk and maximise success.
With this in mind subject matter experts in process, communications and training will collaborate with the
Change Facilitator to ensure sustainable solutions.
The Change Facilitator Network – An Overview

Purpose of Position
To apply skills, knowledge and experience to assist in the facilitation and delivery of organisational change
strategies and enablers at the Divisional, Regional and/or Zonal level. The role will be responsible for
change activities related to project improvements within the scope of the Organisational Change
Management Office (OCMO) in order to realise the potential business benefits of the business initiative.
To engage staff through the change process and facilitate approaches to new working behaviours and
attitudes.
Change Management Context
The purpose of Organisational Change Management (OCMgt) is to implement a strategy for creating and
sustaining the behavioural, cultural and structural changes necessary to achieve the potential benefits from
investment in the Project. Organisational change management activities are critical to enabling the
business’ effective use of the program’s deliverables, and thus to achieving targeted business reforms and
improvements.
Methods, tools and templates for OCMgt will be developed to underpin the framework for managing
change and presenting a consolidated approach to planning for, and implementing, all the activities
needed to achieve effective change.
In this context, the objectives of the OCMgt process are to create and sustain the behavioural, cultural and
structural changes necessary to achieve these business improvements through:
Organisational Change Facilitator Job Description

• engaging relevant stakeholders in planning, preparing and transitioning to ongoing effective use of the project
deliverables
• supporting business managers in actively leading and managing the required changes and their impacts on
people and processes
• evaluating the achievement of targeted changes and determine the need for further change activities
• embedding the changes and delivering benefit sustainability.
Duties
1. Provide leadership and facilitation in change management activities and work with Divisional,
Regional, Zonal and Corporate groups to maximise the effective uptake of project deliverables.
2. Oversee, coordinate and monitor key deliverables of relevant change plans, including development of
a local transition plan to ensure implementation of required outcomes.
3. Identify and provide advice on appropriate change enabler requirements relevant to change
activities and, where necessary, coordinate and oversee the provision of these within resource
constraints.
4. Work at all staff levels within the region to implement strategic change enablers in accordance with
accepted change management methods.
5. Provide coaching, mentoring and facilitation services to all staff levels in relation to organisational
change and assist in developing appropriate change management enablers and associated guidelines
and processes to ensure that the business benefits are realised.

6. Work with the Head of Change Management and stakeholders to build and foster a regional
“Change Community of Practice” and participate in the Change Facilitator Network.
7. Participate as a member of a multi-disciplinary team within the Organisational Change Management
Office under the jurisdiction of the Organisational Change Management Team responsible for
delivering stakeholder engagement services.
8. Facilitate communication to include Road Shows, workshops and group sessions as necessary and/or
directed by the Head of Change Management.
9. Implement change readiness and change evaluation surveys, lobbying involvement and progressing
responses.
10. Attend/report back to regular change facilitator meetings and provide weekly reports to the Head of
Change Management leading the change network, highlighting achievements, activity, issues and
evaluating current regional stakeholder impact.

Reporting Relationships
The position will report to the Head of Change Management and/or project Change Manager responsible
for the Change Facilitator Network with a dotted line to the Project Manager.
page 20
Change
Manager
Head of
Change
Management
NEW Sponsor
Project
Manager
Change
Facilitators

Working Relationships
The position will have a number of working relationships at all levels across the organisation including but
not limited to:
page 21
Change
Facilitator
Project
Manager
Head of
Change
Mgt
Training
Manager
HR
ManagerExecutive
Zone
Managers
& Staff
Network
Groups
External
Vendors

A Day in the Life

A Day in the Life has been showcased here as an example only of the type of day that a Change
Facilitator might expect. Every day will be different as we often have to deal with the unexpected, but it is
a good example of the sort of activities that may transpire on any given day.
The activities do not include weekly/monthly reporting and certainly not all of the intervention tools used at
particular times. There will be days when the Change Facilitator is head down preparing workshops and
communications. Nonetheless the key to success will be to ensure that stakeholder engagement is the key
focus and relationships are matured through good rapport to build the change advocacy.
In essence the Change Facilitator should have an ongoing sense of the health of the project and the pulse
of the stakeholder group to define what enablers are required, for who and when.
page 23
A Day in the Life

A Day in the Life
page 24
Time Situation Objective/Solution
0800 Arrive at work. Be Happy!
0810 Check emails. Look for what matters most.
0820 Answer important emails. Acknowledge others as appropriate. Keep in touch.
0830 Walk the office and touch base with immediate stakeholders. Be in touch!
0845 Review plan for the day. Look in touch! Be well prepared at all times.
0850 Organise trip to Merald & Ongreach office to deliver
Communication presentation and undertake Change Readiness
Assessment at meeting. Make a note to have a one-on-one with
the office manager.
Entering a new release phase so need to ensure office is ready for change.
Make good use of time when travelling and catch up with as many staff as possible.
Reach all levels.
0915 Take call from Ladstone Manager re issue with low level change
collaboration.
Be available. Check problem is within program scope. Suggest arranging to conduct a
Force-Field Analysis review.
0930 Fortnightly report for Head of Change Management. Progress on actions from last period and actions/deliverables for next period. Need
to highlight issues.
1000 Coffee with Maryborough manager re organising a ‘Change Café’
workshop.
Nurture the partnership. Work together. Allow the manager to take the lead and
offer to facilitate the meeting. Mentally use the GROW tool for the conversation.
1030 Write up notes from meeting and begin outline workshop for
Aryborough team.
Base the workshop on the ‘Reviving’ tool. A missed milestone has caused the team
to feel a sense of ‘staleness’. Get issues out in the open and create a sense of
perspective.
1200 Preparation for this afternoon’s workshop. Laptop, hand-outs, pens et al.
1230 Drive up to Undaberg for planning workshop. Rehearse a successful outcome!
1330 Lunch - sandwich with Senior Practitioner Heads up on the issues.
1400 Set up room for workshop. Create a professional atmosphere.
1430 Planning workshop with Managers/Team Leaders. Use the SDOT, Goal Setting, MAP tools and others as necessary and combine with
generic workshop process/techniques.
1600 Catch up with Undaberg office manager. Arrange follow up. Reasons to maintain contact. Keep door open.
1630 Go home Be Happy!

Key Focus for the Change
Facilitator

The Change Facilitator’s Value Proposition
Why I am here – I am here to engage with the key stakeholders so that together we can maximise
return on investment through business improvements and minimise organisational disruption as a result
of the Project introducing new systems and workplace changes.
What I do – I use a range of enablers to help teams: Set change goals; Assess their readiness for
change; Identify the impacts of change; Introduce activities to enable the change; Plan the change
transition; and monitor the progress of the change. This activity will help transition the stakeholders
from the ‘Unaware’ stage to the ‘Commit’ stage of the Change Commitment Curve
What value I add – With a high percentage of change projects failing through a lack of formal
methods I add value by utilising an organisational change process to mitigate the impact on costs, time
and people resulting in a successful and sustainable business outcome.
Relationship Management
Build effective networks; Partner with stakeholders
Change as a Skill
Create a legacy of “Change as a Skill (CaaS) through coaching.
Become a ‘Change Master’
Be the right person, in the right place, at the right time!
Key Focus for the Change Facilitator

The Organisational Change
Management Process

A planned and supported change management process will be used throughout the change ‘journey’ to
manage the impacts of the project on the business and to generate the changes required to deliver the
business benefits. The key elements of this process are:
1. set clear and realistic change goals for the future (‘to be’) environment, linked to the achievement of
targeted benefits.
2. assess the current (‘as is’) environment, identifying significant change inhibitors and facilitators
3. assess impacts, analyse gaps and diagnose the key change ‘levers’ to reach the goals
4. select techniques and plan Organisational Change Management (OCM) enablers
5. lead the change transition
6. monitor change progress and evaluate the need for change in other areas’ (take care as these may be
out of scope).
This process, depicted on the next page, will be used to put the proposed ‘new ways of working’ into
practice, and to actively manage these new work approaches to obtain and sustain the required business
performance improvements.
Phases of the Process

Process Flow Diagram
page 29
Set Change Goals
(‘To-Be’)
Assess the Current
Environment
(‘As-Is’)
Assess Gaps and
Change Impacts
Plan Transition
Lead the Change
Transition
Monitor, Report and
Evaluate

The Change Formula©

page 31
The Change Formula© is in essence the DNA of change no matter what new technology, best next thing or
software for change is launched. The formula will always be the same. We must prepare the change,
enable the change and sustain the change. In each activity it is critical to maximise the stakeholder
experience. The magic is in the compounding effect of simply doing these things. The multiples expand
when these elements are systemised whether automatically or manually and when professional change
management is added the power of maximising the return on change is also further compounded.
Support Models
The Change Formula© is supported by two secondary models to create a multi-dimensional approach to
the change to maximise success. The first is the Change Management Leadership Model IDEAL© which is in
effect the Toolbox of enablers that the change practitioner will use. The second is the control mechanism
that in effect defines the perfect change. It has 9 core elements and each must be present for the perfect
change.
Page 41 brings The Change Formula©, IDEAL© Model and Core Elements together in a diagram for ease of
reference.
Lets go through these in a bit more detail.

page 32
This is The Change Formula©. (Ptc x Etc x Stc x Mse) SyCM = RoCn. A process driven solution that provides
successful change and a return on the investment on change. It reads like this:
Ptc – Prepare the change
compounded by
Etc – Enable the change
compounded by
Stc – Sustain the change
compounded by
Mse – Maximise Stakeholder Experience
the sum of these components compounded by
Sy – Systemise Note 1 the components for maximum impact …
… to the power of CM
Change Management
Equals a Return on Change to an infinite potential. Note 2
Note 2
The extent of the Return on Change is determined by
the level of adherence to The Change Formula©
components. For example if one of the 9 Core Elements
is missing then the RoC will not be so great. Speed to
uptake, utilisation and performance may suffer.
Note 1
Systemisation includes the use of systems, efficient
process and methodologies but also automation. An
example is in the undertaking of surveys whereby
applications such as Survey Monkey can be used.

page 33
The IDEAL© Change Management Leadership Model
IDEAL© is a Leadership framework for implementing change and follows the attributes of a typical change
process that enables the change. “Enable” is the most powerful word and activity. For this reason the
IDEAL© Model sits under the Enable element of the change formula. Within each phase a number of
activities are performed at various levels of granularity, from planning to elevator conversations! However,
Change Management activity is not strictly fixed to any one phase, particularly in an Agile environment
and thus the alignment of enablers within this toolbox should be used as a guideline only.
Each change stage aligns with a phase of the organisational change management process:
• set change goals - (‘to be’)
• Influence
• assess the current (‘as is’) environment
• Decision Making
• assess impacts, analyse gaps
• Engage
• plan OCM enablers
• Achieve
• lead the change transition
• Leadership

page 34
Clearly the stages will overlap into each of the phases as in the example of decision making which is
necessary throughout the change program. If ‘achieving’ is thought about quite separately from the
‘decision-making’ of a change initiative, then it is likely that the initiative will fail as the implementation
phase is reached. Successful change initiatives hardly ever follow a simple pattern of ‘thinking’ followed by
‘action’. Instead, thinking informs action and action informs thinking throughout the process, in an iterative
way.
You could consider each change stage as a compartment within the toolbox that the Change Facilitator can
use as an enabler for a variety of circumstances….or in other words, tools for the job! This guideline sets
out to explain when to use the tools and how. Let’s take a look inside the toolbox and consider each
compartment.
Influence
There are a number of reasons for changing: an awareness that something needs to change; a creative
idea; a threat; an opportunity. Being clear about the reasons for change is important because it will: help
clarify precisely what needs to change; help with the communication of the need to change; enable the
identification of who will be involved; enable progress to be measured; help to keep the change focused –
if and when times get difficult.
Decision Making
Sometimes the decision about what needs to change can be simple but managing the resulting institutional
change can be complex. At other times deciding precisely what needs to change can itself be difficult.

page 35
Engage
Driving the change is critical and this can only be performed through the collaboration of stakeholders.
People have the choice to either add value or take value away so engaging with these key users, either
individuals or groups is vital to the success of the change program. It is an end-to-end activity that should
be maintained beyond transition into becoming operational.
Achieve
This stage looks at what needs to be done to transition the changes in order to maintain the drive for
change. This can be valuable at any stage, but often occurs during the mid to latter phases of the program.
Leadership
Leadership is the key to a successful change program. It is the element that brings all the other attributes
together and for this reason is not so much a tool in itself, but a skill to apply in using the other tools in the
toolbox.
Without professional leadership the whole program is flawed. To lead is the essence of the initiative. Not
only is this IDEAL© Change Model ‘ideal’, it is also the model of integrity in which ‘I LEAD’.
The sixth phase of the organisational change management process is the combination of each IDEAL© stage
to create the complete program monitoring and reporting. This binds all phases and stages together
creating a mechanism to identify risk and for managing progress.

The Core Elements of Complex
Change

The Nine Core Elements
page 37
All things being equal, for a perfect change, there are nine core elements (Martinetz & Jumpeter) that must
be in place:
1. Leadership
2. Mission
3. Structure
4. Resources
5. Skills
6. Rewards
7. Systems
8. Values
9. Plan
If one of these elements is missing then the change program is at risk. If more than one element is missing
then the risk will compound and the success of the program will be more difficult to achieve. This does not
mean that the program will fail, it simply means that an arduous and stressful route may have to be taken
in order to achieve the final objective. Along the way time, resource and money may have expanded
beyond the original scope of the business case.
The table below, Core Elements for Managing Complex Change, is a high level introduction for the Change
Facilitator to grasp the potential issues that they may face and the reasons behind them. Line 1 shows all
elements are present and the result is a perfect change as noted in the far right hand column. The

The Nine Key Elements
page 38
remaining lines depict the result if an element is missing. For example in line 2 leadership is missing from
the program, it is a ‘critical gap’. The result is that the change becomes directionless and stakeholders are
uncertain as to where the organisation is heading.
Resource is often a key issue and can include office space, desktops etc. Most issues of course are around
frontline staff that may be re-directed from key service work to attend training, user test systems or are
pulled from various other directions. Once this becomes a problem and resource issues create a gap then
frustration will set-in and begin to seriously hinder the change program.
Clearly, a poorly managed change project that may have a number of critical gaps will find it very
difficult to steer a course towards success.
Enablers for Element Gaps
The table, Enablers for Element Gaps, takes each gap and defines some potential high level enablers that
need to be addressed. Not all of the issues will be in the Change Facilitator’s control. For example a
Change Facilitator cannot enforce leadership. However, if there is a suspicion that this is a missing element
then the Change Facilitator can certainly influence a stronger leadership profile by recognising and
feeding back the current climate situation to the OCMgt team.
The nine core elements are attributes of change that must be in place continually and consistently
throughout the organisational change management process of which the Change Facilitators IDEAL© toolbox
is linked. (See page 33)

Core Elements Matrix
page 39
Core Elements for Managing Complex Change Result!
Leadership Mission Structure Resources Skills Rewards Systems Values Plans = Perfect Change
GAP! Mission Structure Resources Skills Rewards Systems Values Plans = Directionless
Leadership GAP! Structure Resources Skills Rewards Systems Values Plans = Confusion
Leadership
Mission
GAP! Resources Skills Rewards Systems Values Plans = Chaos
Leadership Mission Structure GAP! Skills Rewards Systems Values Plans = Frustration
Leadership Mission Structure Resources GAP! Rewards Systems Values Plans = Anxiety
Leadership Mission Structure Resources Skills GAP! Systems Values Plans = Gradual Change
Leadership Mission Structure Resources Skills Rewards GAP! Values Plans = Limited Progress
Leadership Mission Structure Resources Skills Rewards Systems GAP! Plans = Energy Drain
Leadership Mission Structure Resources Skills Rewards Systems Values GAP! = False Starts

Core Elements Gap Enablers
page 40
Element Gap! Enablers for Element Gaps
No GAP! =
Perfect Change: All elements present – no gaps, leading to a successful change program! Maintain momentum,
be prepared to change strategy as circumstance dictates.
Leadership = Directionless: Coaching for change at all levels- Ex, Mgt, TL; Alignment; Communicate feasibility of change. 
Mission = Confusion: Define & communicate consistent messages creating a vision; 
Structure = Chaos: Define business rules & protocols; 
Resources = Frustration: Backfill; Priority Management; Motivation; 
Skills = Anxiety: Training; Information; Reassurance; 
Rewards = Gradual Change: Recognition; Motivation; 
Systems = Limited Progress: New Technology; New Processes/BPR; New Work Practices 
Values = Energy Drain: Define what is important & why; 
Plans = False starts: Document; Communicate; 

page 41
Influence
Decision
Engage
Achieve
Leadership
L
Leadership
M
Mission
St
Structure
R
Resources
Sk
Skills
R
Rewards
Sy
Systems
V
Values
P
Plan
Brining the
Formula,
IDEAL
Framework
and 9
Core
Elements
together
Note
Some headings are repeated. For example Plan is in The Change
Formula© and is a Core Element. Likewise Systemise. Leadership is
within the IDEAL© Framework and is also a Core Element. This
expresses the underpinning of key activities.
Plan Enable Sustain Maximise Systemise Benefit

The IDEAL© Toolbox Compartments

page 43
Using the Toolbox
In the section ‘Toolbox Compartments’ each tool has been listed for each change phase with a brief
overview of its purpose. The table identifies where the tool is best applied to the organisation/team or
individuals although some can be for both and it is left to the Change Facilitator to determine the best use
of each tool, which can of course be tailored to the appropriate situation. For easy reference the page
number for each tool is provided within the table.
Although the tools are used independently, many of them are within a series of tools and so the information
for each tool includes a ‘Tool Before’ and a ‘Tool After’ section should you want to provide an intervention
within a logical sequence of events.
Throughout the change lifecycle a change facilitator will require a number of tools and they are the main
thrust of this document. While some tools may appear similar they may have discrete applications. Also,
style is important and the option for using certain tools can simply come down to personal preference.
The Change Facilitator does not need to use all of the tools – they are provided to enable the OCF to think
through the process of effecting change and to select the tools which are useful to the OCF and their
circumstances. Indeed it would be expected that the tools will be modified to work best for the Change
Facilitator and further to create a best practice scenario cross-pollinating ideas with peers within the
Change Facilitator Network.
The Change Facilitator can enter the process at any phase and some stages may be more important than
others depending on the nature of the change they are trying to effect and their role in relation to it at that

page 44
time. For this reason how and when the Change Facilitator uses the tools is very much at their discretion.
There are many factors (time, politics, resources, culture etc.) which may make it difficult to apply simple
tools in a mechanistic way. Dealing with change involves dealing with people and their reactions and
commitment are unpredictable and difficult to manage. Working with the culture, whilst seeking perhaps to
change it, is an important facet of effecting change and one which often requires subtle local strategies,
hence the importance and value of the dedicated Change Facilitators deployed throughout the business.
Experience through time and practice will perfect the ability of the Change Facilitator to effectively apply
enablers to the right situation at the right time.

The Influence Compartment
page 45
Influence - Set Change Goals
These are a range of tools designed to help identify and communicate the key reasons for the change
Tool Purpose Suitability Page
Are you ready for
change?
A tool for leading change through example. Team/Individual 68
BCG Matrix
The Boston Consulting Group (BCG) matrix is a tool to assist in
analysing a situation and informing decision making.
Organisational/Team 73
Goal Setting Identify the end goal and work towards achieving it.
Organisational/Team
Individual
107
Insight To examine some of the internal drivers for change. Individual 114
PEST To explore the external environment. Organisational/Team 122
SDOT
A flexible and widely used tool for analysing organisational issues
and goals according to the internal and external forces and
resources that affect them.
SMART-GOALS Tools for aligning goals. Team/Individual 160

The Decision Making Compartment
page 46
Decision Making - Assess the Current Environment
These are a range of tools designed to help in the process of deciding what needs to change and how
Assumption Surfacing
To bring to the surface and make more visible the assumptions
underlying choices and actions.
Individual 70
Change Readiness
Assessment
To determine the level of readiness for the proposed change.
Organisational/Team
Individual
87
Change Variables
Providing a picture of the consequences of only partially
implementing desired goals.
Individual 98
Stakeholder Advocacy
To identify the level of stakeholder advocacy for the change
program.
Stakeholder Matrix
To identify key stakeholders who will be impacted by the change
and to what extent.

The Engage Compartment
page 47
Engage - Assess Impacts, Analyse Gaps
These are a range of tools designed to help carry out the change
Addressing Uncertainty
Exploring the fear factor associated with change and identifying
ways in which it can be reduced.
Individual 63
Commitment,
Enrolment and
Compliance
A tool to explore stakeholder advocacy.
Organisation/Team
Individual
101
Force-field Analysis To identify the driving and restraining forces for change.
Organisation/Team
Individual
104
Power of ‘WE’
Creating a partnership to work through the human barriers to
change.
Team/Individual 127
R.E.A.C.H Stakeholder engagement tool. Individual 136
Stakeholder Feedback
Capturing feedback from the stakeholder and identify
interventions.

The Achieve Compartment
page 48
Achieve - Plan OCM Enablers
These are a range of tools designed to maintain drive in the change
Capture the Learning Building on what we know. Individual 76
GROW A problem resolving tool. Team/Individual 109
M.A.P A Master Action Plan to record and drive the change actions.
Organisation/Team
Individual
117
Reviving the Change
Effort
Keeping the Change Effort alive. Organisational/Team 143
Stress Management To identify and manage stress that can be caused by change. Individual 173

The Leadership Compartment
page 49
Leadership - Lead the Change Transition
These are a range of tools designed for providing guidance, inspiration and direction
Change Café Creating cross-pollinated conversations to support change. Organisational/Team 78
Change Quotes
To use in presentations. To use every day to create a positive
environment.
Organisation/Team
Individual
84
Change Leadership
Diagnostic
Self-Evaluation in change leadership. Individual 81
Motivational Tips! Keeping the team motivated day by day.
Organisation/Team
Individual
120
Presenting Tips on the 10 elements of presenting. Individual 130
Workshops An approach to facilitating a workshop. Team 176

How the Tools Flow

How the Tools Flow
page 51
From the toolbox compartment tables above this section now provides an example of how the tools may
flow. Remember that the tools are not strictly only used in one particular phase and in any particular order.
However, seeing the flow of tools in a diagrammatical format can help some Change Facilitators in
creating a logic to the method by visualising the concept.
Of specific note is the focus on ‘Stakeholder Feedback’. Although not every tool has a direct line to
stakeholder feedback, the truth is that this is the focal point of the Enablers. We cannot enable effectively
unless we have feedback from the stakeholder. For this reason all lines basically point to capturing
stakeholder feedback, harvesting the information, conducting analysis to understand the current climate
and taking timely action. Not all the connecting lines are shown as this would blur the picture, but assume all
boxes, particularly closed boxes lead back to Stakeholder Feedback!
As in the ‘Day in the Life’ a number of flows could be prepared, so accept this as an example only that can
form the basis of an enabling change plan. The diagram is colour coded (see Legend) to define the
toolbox compartments of: Influence; Decision making; Engage; Achieve; and Leadership.
The flow takes us from the point of VISION through analysis that takes a journey experiencing various
enablers to capture the learning and consequent SUCCESS!

How the Tools Flow
page 52
SDOT
Are you ready
for change?
BCG
Assumption
Surfacing
Capture the
Learning
Stakeholder
Feedback
Change Cafe
M.A.P
Change
Leadership
Diagnostic
GROW
Change Quotes
Change
Readiness
Assessment
Change
Variables
Insight
Commitment,
Enrolment &
Compliance
Stakeholder
Advocacy
Addressing
Uncertainty
Force-Field
Analysis
Goal SettingPEST
Stakeholder
Matrix
Motivational Tips
Workshops
Power of ‘WE’
Presenting
REACH
Reviving the
change effort
SMART-GOALS
Stress
Management
Leadership
Enable
Achieve
Decision Making
Influence
LEGEND
SUCCESS!
VISION
Engage

How the Tools Flow
page 53
Explaining the Flow
The table on the following pages explains how the flow of the tools (from the Diagram above) can be utilised.
Remember that while there is a natural flow there is not a generic pattern. In other words, you simply use
the enablers that are appropriate to the situation.

SDOT
BCG
Insight
PEST
M.A.P
Goal Setting
SMART-GOALS
Having defined some outline requirements for change the SDOT analysis identified
the Strengths, Development areas, Opportunities and Threats surrounding the
objectives. It was from this point that the OCF could work with the stakeholders to
begin the process of planning for the change.
Following on from the SDOT the OCF decided to create a version of the BCG based
on a very high level and preliminary ‘gut feel’ for stakeholder Influence and Impact
on the change program. Clearly more formal assessments would be undertaken at
a later stage to support this workshop discussion.
Having explored the environment the OCF began to define with the stakeholders
what it was that they wanted to achieve. Although to some extent this was
predetermined from a systems perspective, this was very useful for capturing
cultural needs to make the change work. This lead to a SDOT workshop.
Using the PEST tool the OCF was able to explore the political factors, economic
influences, sociological trends and technology innovations that may have
influenced the change. It was a good start to the process for creating stakeholder
involvement and understanding which lead to an ‘Insight’ workshop.
At a follow up workshop the Master Action Plan was put together to expand on the
goals and identified how each activity would be implemented, who would be
responsible and when the activity would be completed.
The workshop was held with the local team, facilitated by the OCF to work through
goals by establishing the ‘As-is’ and ‘To-be’ situations. This defined a ‘Gap’
representing the steps required to move from ‘As-is’ to ‘To-be’.
The OCF attended the monthly office meeting and spent 15 minutes explaining the
concept of SMART-GOALS as a foundation exercise for the goal setting workshop
that had been organised.
How the Tools Flow
page 54
Influence
Influence
Influence
Influence
Achieve
Influence
Influence

How the Tools Flow
page 55
Stakeholder
Matrix
Are you ready for
change?
Change
Leadership
Diagnostic
GROW
Power of ‘WE’
REACH
Stakeholder
Advocacy
Building on the work from the BCG diagram the OCF then built a more detailed
stakeholder matrix with assistance from the Change Analyst as this provided some
ideas from the network peer group.
Are you ready for change?, was discussed with each manager and team leader.
Not in a formal sense, but over a coffee with some of the questions discussed in a
very relaxed manner. This drew out reflection on the part of the leaders to consider
if they were accepting the change themselves.
At the same meeting the OCF provided the leaders with a copy of the Change
Leadership Diagnostic and asked them to complete it for a discussion at a follow
up meeting. This happened and a number of interventions were identified to assist
the leaders.
The OCF used the GROW tool for a team workshop to find a solution to a work
practice issue caused by the new changes. In addition a couple of staff needed to
move up the change commitment curve and the OCF worked with their manager to
implement the GROW model to achieve the desired progress.
The OCF discussed the Power of ‘WE’ at a team meeting. Following on from this a
small group of ‘Influencers’ were brought together to discuss the concept and
explore if there was a true sense of working together amongst the team. The wider
team were kept informed and relevant issues included in the OCF’s Zonal Plan.
The information from the stakeholder matrix provided the OCF with a target
audience and a REACH table was prepared to record/diarise engagement activity
with each stakeholder at a group and individual level.
A preliminary stakeholder advocacy level was determined from various discovery
sessions and informal discussions with stakeholders. This was updated as more
accurate information was identified through surveys and change readiness
assessments.
Influence
Achieve
Decision Making
Decision Making
Engage
Engage
Leadership

How the Tools Flow
page 56
Change
Readiness
Assessment
Stress
Management
Assumption
Surfacing
Stakeholder
Feedback
Addressing
Uncertainty
Force-Field
Analysis
Leading on from the ’Are you ready for change?’ discussion with each manager
the OCF suggested conducting a Change Readiness Assessment at the next team
meeting.
Two staff were showing signs of stress through aggressive behaviour and the OCF
had suggested that their manager discuss with HR. Already one team leader has
been assisted just through the OCF being aware of the issues and creating a
listening environment.
Assumption Surfacing was introduced as an individual tool that each member of
staff could use to highlight their choices and actions. This was also used as a self-
development tool for adapting through change and as a group to discuss inert-
department relationships et al.
All roads lead to Stakeholder Feedback. The current climate and
issues were captured and responded to through interventions as
per the Stakeholder Feedback Loop and recorded on the
Stakeholder Feedback Analysis. Proactivity in this was critical!
The OCF prepared a Force-Field Analysis based on a number of discussions with
staff in regard to an upcoming module release of the new system. This was then
used for a brief discussion at the next team meeting to identify what the team could
leverage and what roadblocks they were up against.
Some staff were beginning to express concerns regarding their jobs once the new
system was implemented. The OCF used the Addressing Uncertainty tool to
identify specific fears at an individual and team level and ways in which they could
be resolved.
Achieve
Decision Making
Decision Making
Engage
Engage
Engage

How the Tools Flow
page 57
Change
Variables
Commitment,
Enrolment &
Compliance
A key component of the system was to be omitted from the next module release.
The OCF conducted a ’What if’ scenario session with the team using the Change
Variables option. This helped to manage stakeholder expectation and involve the
team in working towards a solution.
Commitment, Enrolment & Compliance was used by the OCF to support the
information in the Stakeholder Feedback Analysis. The OCF realised that although
one or two staff were showing signs of disinterest, the fact was that the change
would have little impact on them, so was not a major concern at this stage.
Reviving the
change effort
Change Quotes
Motivational Tips
Workshops
Presenting
A key member of staff had recently resigned and concerns were already being
raised about the impact deliverables and on morale. The OCF used the Revive tool
to generate focus back into the team thinking and keep the program on track.
The OCF has used some of the quotes on slides and remembers a few so that
he/she can quote them in discussions. They add a little inspiration every now and
again. Next week the OCF is going to spend 10 minutes at a team meeting
discussing a thought-provoking quote.
The OCF created a constant motivated environment using the Motivational Tips as
a basis, but more importantly always researching new ways to keep the team on a
high to support the change, despite set-backs. Sharing ideas across the OCF
Network has been most effective.
The OCF also knew that ‘Workshops’ must have a format and a purpose. The staff
were busy and it was not possible to hold too many workshops so when the
opportunity arose the time had to be well spent. Thinking through a workshop
agenda was critical to gain support and involve everyone.
The OCF knew how important ‘Presenting’ can be and maintained a constant
review of the suggestions in the tool. A number of communication presentations
had to be delivered throughout the Zone and it was critical that the message was
clear and consistent.
Achieve
Decision Making
Engage
Leadership
Leadership
Leadership
Leadership

How the Tools Flow
page 58
Capture the
Learning
Change Cafe
Capture the Learning sessions were held at regular milestone stages to ensure
alignment with the change program and build on what was learned so far. This
proved useful to keep focused on the end goals and ensure the core learning was
not lost.
The Change Café is a new concept, but the OCF liked it because it is informal and
staff do not feel under pressure during the process. Because of this it had enabled
more accurate feedback and allowed everyone to become involved in the
discussions and contribute to solutions.
Achieve
Leadership

PART TWO

The Tools

The Tools (aka Enablers)
page 61
In Part Two the tools are explained in full. For each tool there is a heading table (see below) showing the
principal change phase in which the tool can be used, the stage, its suitability, what tool may have been
used prior to this and a potential follow up enabler.
Where appropriate the purpose of the tool is explained and a high level process that the user can follow
to implement the intervention.
There are many diagrams and sample forms as a visual guide. These are guides so feel confident in
tailoring them to your specific needs.
Principal
Change Phase
Principal Change Stage Principal Suitability Tool Before Tool After

The Tools Index
page 62
Tool/Intervention Page
Addressing Uncertainty 63
Are you Ready for Change? 68
Assumption Surfacing 70
BCG Matrix 73
Capture the Learning 76
Change Cafe 78
Change Leadership Diagnostic 81
Change Quotes 84
Change Readiness Assessment 87
Change Variables 98
Commitment, Enrolment and Compliance 101
Force-Field Analysis 104
Goal Setting 107
GROW 109
Insight 114
Master Action Plan (MAP) 117
Motivational Tips! 120
Tool/Intervention Page
PEST 122
Power of We 127
Presenting 130
R.E.A.C.H 136
Reviving the Change Effort 143
SDOT 154
SMART-GOALS 160
Stakeholder Advocacy 162
Stakeholder Feedback 166
Stakeholder Matrix 169
Stress Management 173
Workshops 176

page 63
Purpose
Fear of the unknown stops us venturing into unchartered territory, taking risks and readily accepting ideas
for a change. This uncertainty is a contributor to resistance for change which needs to be reduced for a
change to be successfully implemented.
Working through the fears at the individual, group and task levels can positively impact on achieving
support for the change initiative, and can assist with improving the quality of work and life-style of all
those involved in the change process. It can:
Build staff morale and support for the change proposals
Improve the organisations capability to change
Improve quality
Reduce stress of a change situation
Provide a constructive platform to reduce the resistance of some of the barriers to change.
Principal
Change Phase
Assess Impacts
& Gaps
Engage Individual Stakeholder Feedback Change Variables

page 64
Process
So that fears are confronted and dealt with, and the change process taken forward:
Fears will need to be identified
Fears will need to be prioritised – which fears will need to be addressed and when
An appropriate response/strategy to dealing with these fears will need to be identified and put in
place.
The more fears are ignored, the greater the chance of major resistance to the change.
Fears can be identified at the individual, team or task level, but teams are formed by individuals and
tasks are performed by individuals, so it is the individual that requires principal attention.
Individual Fears
Individual fears of change should be given priority and treated first, as people’s income and security
are involved. This creates emotion, and emotion can be a very powerful inhibitor. With appropriate
interventions that emotion can become a powerful enabler.
Even if people are severely and directly affected, and negotiation is impossible to conduct, the fears
need to be treated in a fair manner, and with a sense of urgency.

page 65
Team Fears
Managing group fears will involve managing changing relationships and sometimes decision-making
power (which to the involved will be an individual fear), as well as structural changes in the group
composition, status, resources.
Cultural issues, although permeating all categories, will be of paramount importance here.

Individual Fears
page 66
Fear Type Nagging Question Enabler Response Priority Enabler Strategy
Job loss Will I have a job after the changes?
Clarify if this is the case.
Be prepared to answer tough
questions.
High
Immediate
response required.
Need to liaise with HR & team
manager with a view to devoting time
to these staff.
Mitigate impacts of job search.
Coaching.
Stress management.
Degree of change
Will I personally have to change
too many things?
Emphasise usefulness of
changes and benefits in the
long run.
Medium to high
What is expected
of each member of
staff?
Communications strategy and clarity
in promoting changes.
Realistic expectations of amount of
change at anyone time.
Training.
Physical
environment
Will I have to change
desks/offices/buildings/sites?
Clarify at local level: if this is a
permeant or temporary
measure.
Medium to high
Explaining how the new environment
will be better.
Technology
Will I be able to cope with the new
technology?
Clarify at a local level the
extent of the systems
changes.
Low to medium
Deal with uncertainty.
Ensure training and provide
mentoring where necessary.
Personal status
Will I be gaining or losing any
status as a result of the changes?
Clarify immediately.
Be prepared to answer tough
questions.
High.
Be honest.
Provide recognition and support.
Identify ways in which status can be
enhanced.
Overall Personal
What’s in it for me?
Push or Pull?
Clarify issues.
Resolve issues or look for
alternative solutions.
High.
Talk to those most effected and hear
their concerns.

Team Fears
page 67
Fear Type Nagging Question Enabler Response Priority Enabler Strategy
Purpose of the
team
Are we clear what we are
trying to achieve?
Be clear about the new
purpose.
High
This requires more than just
communication – but for staff to work
with and explore the desired new
situation.
Change to
standards and/or
procedures
Will we be working to
different standards and
work practices?
Justify the changes.
High.
Immediate, uniform response required.
Ensure standards and procedures are
clear.
Communicate strategy, backing the
business case and benefits for change.
Morale and team
spirit
Can we still work together?
If values and beliefs are
affected at individual
level, morale and team
spirit might be affected
too. Clarification and
reassurance is needed.
High.
Celebration of successes and
reinforcement of benefits of the change
need to be provided.
Training and
development
Will we need to acquire
new skills as a result of
introducing the changes?
Clarification and training
needs analysis to be
conducted.
High.
Address team needs.
Change workshops can help cement
the team and identify remaining
tensions.
Communication
with the team and
with others
Will we know what’s going
on?
Identify how issues will be
communicated amongst
the team.
Medium.
Provide clear communication
structures.
Recognise the importance of informal
as well as formal communication
channels.
Discuss dissemination plan.

Are You Ready for Change?
page 68
Purpose
People as change agents are central to the process of managing change effectively. Those people in a
position to lead change, who are asking the big questions, must look inward and ask those questions of
themselves, “Am I ready for change?”
Each of us has the power to take the change forward. As Managers and Team leaders we need to
provide the right blend of support and pressure to motivate our staff. This is a pivotal role in
maintaining the momentum. It can be lonely, but no manager should work alone. Look for your own
advocates in your own team, the people who can support you in your support for the change.
What does your team look and feel like?
Have you ever considered that the culture and morale of your team is a mirror that you look into every
day? It is a reflection of how you lead. Your objective is to create an adaptive team, a team that
experiences things working out best for them, by making the best of the way things work out!
One way to achieve this is through example, the way we live our lives, taking note of the little things.
The quotes against each heading below are typical of what people will say if they are working in an
Principal
Change Phase
Set Change
Goals
Influence Team/Individual REACH
Change Readiness
Assessment

Are You Ready for Change?
page 69
adaptive environment.
1. Shared goals “We know where we are going”
2. Responsibility for success “We will make this work”
3. Collegiality “We’re in this together”
4. Continuous improvement “We can still do better”
5. Lifelong learning “Learning is for everyone”
6. Risk taking “We learn by trying something new every day”
7. Support “There’s always someone there to help”
8. Mutual respect “Everyone has something to offer”
9. Openness “We can discuss our differences”
10. Celebration and honour “We are a good team”
Are you leading an adaptive team?
Are you an adaptive manager?
What can you do to improve your current situation and move towards a more positive language?
The above questions can be adapted for the Change Manager to ask of a manager and/or team and
used within a change café or coaching environment.

page 70
Purpose
It is all too easy to treat the routines or rules which we use in certain types of situation as inevitable and
ordained. The aim of this tool is to bring to the surface and make more visible the assumptions
underlying our choices and actions.
Process
Make a list of some of the ‘rules’ by which you make decisions: for example, who you consult, where you
would look for best practice, how you would go about getting approval, etc.
Ask yourself why you feel it is the best choice and on what critical assumptions your customary
behaviour depends.
List the assumptions, and beside each formulate a counter-assumption – not necessarily its negation, but
rather the opposite pole of the construct (issue) it represents. Write these down alongside the
corresponding assumptions.
Now consider what would happen if the counter-assumption were in fact the case. Would it make any
difference to your behaviour? If not, the pair of items can be ignored as irrelevant to your actions.
Principal
Change Phase
Assess current
situation
Decision Making Individual Force Field Analysis
Stakeholder
Feedback

page 71
Work down the list and delete ineffective assumption/counter-assumption pairs i.e. where it would make
little difference to your choice whether the assumption or the counter-assumption were actually the case.
Assess each of the remaining assumptions in terms of high and low importance ( how critical is its truth
justifying your pattern of behaviour?) and high or low strength of conviction (how confident are you that
it is, the case).
Example: You may always consult colleagues about decisions
One assumption might be that you do this because it is a good way to get agreement and ‘buy-in’ to
your plans. The counter assumption is that the consultation is not important to getting ‘buy-in’. If the
counter assumption were true then you wouldn’t consult colleagues so this would be an important
assumption for you and you can assess how critical an assumption it is to your style of management and
your strength of conviction.
A second assumption might be that your colleagues want to be consulted. The counter assumption is that
they don’t want to be consulted. Even if the counter assumption were true you might go ahead and
consult because you believe it will increase co-operation and acceptance. Hence this is not a critical
assumption (even though it may be true).
Plot the assumptions on a 2x2 matrix: high/low impact on one axis, high/low plausibility on the other.
See matrix below.

page 72
Look carefully at those assumptions which lie to the top on the matrix. These justify your actions. What
could change them? What benefits would there be in this and for whom?
Look at the assumptions which lie in the top-left quadrant. These could be crucial to your behaviour but
you are unsure as to their validity. Can you check them out in someway? If they turn out to be false,
what impact would this have on the way in which you operate?
Medium Most
Serious
Least
Serious
Medium
High
High
Low
Low
Importance
Plausibility

BCG Matrix
page 73
Purpose
The Boston Consulting Group (BCG) Matrix is a tool to assist in analysing a situation and informing
decision making. It is applicable when considering any process that has two major elements, such as in
stakeholder groups to analyse the correlation of impact and influence on the project. It was originally
developed to look at product portfolios in a business setting but is adaptable to a wide variety of
situations.
Process
The process is essentially involves identifying two possible dimensions by which to examine a range of
situations and plotting the outcomes on the matrix. As an example influence and possible impact on the
project are illustrated.
Principal
Change Phase
Set Change
Goals
Influence Organisation/Team SDOT SMART-GOALS

BCG Matrix
page 74
HL HH
LL LH
High
High
Low
Low
Influence
Impact

BCG Matrix
page 75
Application
In this example stakeholders within quadrant LL would have a low impact and low influence on the
change program. This group of stakeholders are not critical to the program.
Stakeholders within quadrant LH have a high impact and a low influence on the change program. This
group should be monitored carefully to ensure that they become advocates of the program.
Stakeholders within quadrant HL have a low impact, but a high influence on the change program. This
group should be nurtured and their influence leveraged to support the program.
Finally stakeholders within quadrant HH have a high impact and high influence on the change program.
These are key stakeholders who must be involved in every stage of the program with the aim of
achieving 100% advocacy.
Other dimensions could include enablers/inhibitors or partners/suspects.

Capture the Learning
page 76
Purpose
There is a tendency to move on during a change program and not to pause and reflect on what has
been learnt to date either at the organisational or personal level. Capturing and sharing the learning
at any point can be important for those established staff and those who may come afterwards! This tool
is designed to aid ongoing reflection. It can be undertaken at the team or individual level.
Team process
At the team level, getting the key players together to review progress can help to share experiences
and identify the learning.
• Here the emphasis is on questions such as:
• What has been achieved?
• Did this meet the intended aims?
• What were/are the real barriers?
• How could we have done better?
• What were the unexpected outcomes?
Principal
Change Phase
Plan
Interventions
Achieve Team/Individual Workshops /Change Cafe
Stakeholder
Feedback

Capture the Learning
page 77
This process can be assisted by snowballing and other techniques in the identification of the learning
and by reports which capture it.
Individual process
• What have I learnt?
• How do I feel about what’s been done?
• What would I do differently if I was to do it again?
• How have my skills improved?
• How could my skills be further improved?
This process can be assisted by reflective diaries and journals.

Change Cafe
page 78
Important Note
This is one of the most powerful tools in the toolbox that can be used across the change lifecycle.
Purpose
The Change Café is a powerful concept to bring open discussion into the workplace for creating a living
network of collaborative dialogue around questions that matter in service of the real work. A Change
Café can be formed to discuss any of the issues raised from change readiness through to
transition…indeed through the complete change lifecycle.
Change Café conversations are also a provocative metaphor enabling people to see new ways to make
a difference in the workplace.
Process
The Change Café is suitable for any number of people and is only limited to available resources.
• Seat four or five people at small café-style tables or in conversation clusters.
• Set up progressive (usually three) rounds of conversation of approximately 20-30 minutes each.
• Each table discusses an important and related change issue.
Principal
Change Phase
Lead the
Transition
Leadership Organisation/Team Stakeholder Feedback
Capture the
Learning

Change Cafe
page 79
• Encourage both table hosts and participants to write and draw key themes and ideas on their paper
tablecloths or flipcharts.
• After the initial round the host remains at the table while the participants move to another table to discuss
the new question and represent the ideas of the previous group.
• The table host welcomes the new participants and briefly shares the main ideas and themes of the previous
conversation. The host encourages new participants to link and connect ideas that they have brought from
their previous table conversations.
• By providing the opportunity for people to undertake several rounds of conversation the ideas and themes
begin to link through the cross-pollination of insights.
• The group then enter into the third and final round of conversation by moving tables once again. The host
remaining.
• After the third round a whole group conversation can take place to share discoveries. Each host presents a
summary of the table discussions. From this patterns can be identified, collective knowledge grows and
possibilities for action emerge.
Etiquette for participants
• Focus on what matters.
• Contribute your thinking.
• Speak your mind and heart.
• Listen to understand
• Link and connect ideas.

Change Cafe
page 80
• Link and connect ideas.
• Listen together for insights and deeper questions.
• Make lots of notes and drawings.
• Have fun!

Change Leadership Diagnostic
page 81
Purpose
Active and visible leadership change initiative is one of the prerequisites for change to happen.
Leadership may be required at a number of levels to make change happen effectively. This tool
contains some diagnostic questions for change leaders and can be used as a self-evaluation tool or in
reviewing how to support leaders of the change.
Process
This tool can be distributed as a questionnaire for those involved in leading some aspect of the change
process, or it can be used for a Change Café style workshop with the questions as prompts to identify
areas for discussion and action.
Another option is to use the questions to discuss one-on-one with managers and team leaders as part of
a coaching session.
Naturally for some people the questions may be provocative, but if this is the case then maybe there is
a more deeply entrenched problem, perhaps fears and mistrust. The change facilitator needs to build
that trust to create an environment where important questions and topics can be discussed freely and
maturely.
Principal
Change Phase
Lead the
Transition
Leadership Individual
Are you ready for
change?
GROW

The Change Leadership Diagnostic
page 82
If some questions are deemed to sensitive to embrace, then that is a problem in itself and should not be
ignored or brushed under the carpet!
Change leaders are asked to score the comments based on 4 response levels:
• No, clearly needs attention
• Not certain, little visibility
• Yes, but not consistent
• Yes, consistently
Remember that with any assessment that focus should not just be aimed at issues. Where there are
strengths, where things are going well, these should be leveraged to ensure the positive element is
maintained and built on.

The Change Leadership Diagnostic
page 83
The purpose of this tool is to help change leaders become effective catalysts
for change through a frank analysis of their situation. It is a tool, but it is not a
hammer to hit leaders…this tool is more of a compass to align leaders with
the change process and to seek change coaching where appropriate.
No,clearlyneedsattention
Notcertain,littlevisibility
Yes,butnotconsistent
Yes,consistently
Completion time – no longer than 5 minutes (Tick the relevant check box to indicate your view)
1 Is there ownership for this change initiative from senior management?
2 Are the roles leaders take in the change process defined and agreed?
3 Are leaders supportive of the change?
4
Are leaders willing and able to allocate appropriate amounts of time for the change effort on a continual
basis?
5 Are feedback loops put in place to build leaders’ capabilities to better lead change?
6 Are leaders trained in managing change?
7 Is there an understanding by leaders of what can hinder the change, and how to address these barriers?
8 Are leaders able to present the business case for the change in a concise and consistent manner?
9 Do leaders have knowledge of the change process and associated tools?
10 Are leaders trusted?
11 Are leaders personally accountable, and willing to seek accountability without allocating blame?
12 Please use this section to make suggestions and express your key concerns, particularly if you disagreed with any of the statements above:

Change Quotes
page 84
Purpose
This is a resource for using in presentations, workshops…perhaps just every day positive language. It is
important for the Change Facilitator to create a positive language. Quotes can be amusing, compelling,
interesting and memorable, but at the end of the day it is the example that you set that may be the
most compelling learning.
Process
There is a possible process here that may be of use as an ice-breaker for a presentation or workshop.
In fact, this could become a mini-workshop! Take a quote and open it up for discussion. Groups can
answer the question: what is change?; how is change perceived in the organisation?; why must there be
change?....and so on.
Discussions can be held around change management and the quotes or statements used for further
progress. For example like to ask people how change can change? What do practitioners need to do
differently to be more accepting to stakeholders? Or, what does be the change mean? And so on.
Principal
Change Phase
Lead the
Transition
Leadership
Organisation/Team
Individual
Motivational Tips!
Change Café/
Workshops

Change Quotes
page 85
Quotes
• “There is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to
manage, than to initiate a new order of things. For the initiator has the enmity of all who would profit
by the preservation of the old system and merely lukewarm defenders in those who would gain by
the new one”. - Niccolo Machiavelli
• “We know what we are, but know not what we may be”. - William Shakespeare
• “Things work out best, for the people who make the best of the way things work out”. - John Wooden
• “The dogmas of the quiet past are inadequate to the stormy present. The occasion is piled high with
difficulty, and we must rise with the occasion. As our case is new, so we must think anew and act
anew”. - Abraham Lincoln
• “They say that time changes things, but you actually have to change them yourself”. - Andy Warhol
• “Change is the law of life. And those who look only to the past or present are certain to miss the
future”. - John F. Kennedy
• “Everyone thinks of changing the world, but no one thinks of changing himself”. - Leo Tolstoy
• “If you don't like the way the world is, you change it. You have an obligation to change it. You just do
it one step at a time”. - Marian Wright Edelman
• ‘We must become the change we want to see”. - Mahatma Gandhi

Change Quotes
page 86
Quotes
• “Most of us are about as eager to be changed as we were to be born, and go through our changes
in a similar state of shock”. - James Baldwin
• “We have to change in order to stand still….to maintain the status quo. In order to move
forward….the change has to be transformational”. - David Williams

Change Readiness Assessment
page 87
Purpose
Undertaking a Change Readiness Assessment (CRA) is an important responsibility for any organisation
proposing significant change and wanting that change to be successful. Like all projects, no matter how
large or small, success is built on a foundation of preparatory work. There are very few projects that do
not involve people. People have the power of choice and they can choose to add value to the project,
or choose to take value away. This is the key reason for establishing very early into the project the
capability within your team to embrace change and support the initiative in order to realise the
benefits that a new environment will deliver.
It is important to remember that the change will happen. However, there is a correlation between
Advocacy/Resistance and Success/Failure. In essence this means that the more negativity within the
project, the higher the chances are of slowing progress down. The project will deliver, but will the
benefits be truly realised and the organisational and cultural changes take root? At the end of the day
this is the power that people have….the power to make a difference and it begins with their readiness
to
Principal
Change Phase
Assess Current
Situation
Decision Making
Organisation/Team
Individual
Are you ready for
change?
Stakeholder
Feedback

page 88
change!
Mangers that have a good rapport with their team, are good at understanding the current climate and
communicate regularly will most probably have a good knowledge of their teams’ capability to change
and the level of support that it will generate. However, the change readiness tool available provides an
opportunity to formalise the status of the change climate, provide staff with a vehicle to express
themselves, to honour their views, provide a vehicle for discussion and an opportunity to focus on any
areas that are of concern.
Process
The assessment tool is designed to encourage staff to view the current climate from a team perspective
in order to encourage accurate feedback. The process is deliberately simple and as you can see from
the sample Assessment it will only take a matter of minutes to complete.
The process for completion is entirely the decision of the manager. The CRA can be distributed
electronically or on paper (see the sample explanatory email/letter to accompany the assessment
form). If possible it would be preferable to distribute the form at one of your regular team meetings.
This will provide the manager and their staff with an opportunity to go through the Assessment and
discuss the statements prior to completion. Because this is a short exercise the Assessment can be
completed immediately and returned to the manager at the end of the meeting.
The Assessment is in four sections and covers the current knowledge of the project, capabilities around
change, management support and staff support.

page 89
The Summary
Simply review each Change Readiness Assessment and total the number of responses for each job role
as appropriate and enter the total on the summary.
Next, total the number of responses to each statement. For example, for statement 1.1 ‘The objectives
and goals of the NEW project are clearly understood’, total the number of ‘Strongly Disagree’,
‘Disagree’, ‘Agree’ and ‘Strongly Agree’ responses and write the total in the appropriate box. Repeat
this for each statement to establish the summary response for the whole team.
The final box is used to summarise the key comments that may have been expressed by the staff.
Although there may be significant narrative on some Assessments the objective is to summarise the
comments and identify key areas for discussion. Examples would be, recurring comments that are made
by a number of staff, and strategic recommendations to discuss with the team.
Armed with this information the manager is now ready to arrange a communication meeting to present
and review the results with the team.
This should be undertaken in a relaxed environment to encourage conversation and allow everyone to
contribute. Depending on the size of the team it can be conducted workshop style in small groups each
reviewing a topic, or alternatively as a whole group exercise.
Which ever method you decide to use, the most important thing is that everyone is involved and feels a
sense of contribution. In this way any outcomes from the meeting will be jointly owned by the team.

page 90
Using the Results
The objective of the exercise is to assess the current change climate and take any actions to address
areas of concern. The suggestions below will help you get started.
Change Objectives
• keep everyone informed by making information available and ensuring that information sheets and
communications are clearly articulated and understood
• clarify the benefits of the project and relate them to the actual service needs.
Organisational Change
• explain change in terms which staff will see as relevant and acceptable
• encourage discussion to explore issue and solutions
• provide coaching for staff that are confused or are resisting change.
Management Support
• create a regular communication channel
• spend time with staff building trust, understanding and support.
Staff Support
• manage expectations of the project deliverables
• listen to views and provide positive feedback.

page 91
Diagnosing the Readiness to Change
The diagram ‘Diagnosing the Readiness for Change’ shows that stakeholders will feel a certain level of
security depending on whether they are experiencing negative or positive forces. The forces can arise
from the individual and the system, thus combining issues surrounding competence through to cultural
climate.
At the low end of the scale 0, a low stakeholder security level could cause rejection of the change with
no tangible reason. This leads to suppression of emotions, distortion of the facts, regression as the
change program moves backwards and then procrastination as there is little motivation to do anything.
At the other end of the scale 10, a high level of stakeholder security can be achieved through listening
to issues, clarifying objectives, allowing people to explore alternatives, evaluating recommendations,
thus creating a sense of ownership and acceptance of new work practices.
Using the Forms
The CRA process can be undertaken by the local manager, team leader or change facilitator by simply
changing the documentation appropriately. It can also be performed by email or at a local meeting.

Diagnosing the Readiness to Change
page 92
+/- Forces in individual(s)
Knowledge, Skills, Competence,
Self-awareness, Tolerance of
ambiguity, Self-esteem,
Motivation
Response to Change
+/- Forces in the system
Culture/climate, Status of system
in organization, Perceived
consequences of success or
failure, Confidence, Self-esteem
Degree of security felt
Lead to
0 5 10
Low security level High security level
Rejection
Suppression
Distortion
Regression
Procrastination
Using new work practices
Evaluating
Exploring alternatives
Clarifying
Listening

Sample e-mail to Stakeholders
page 93
Subject: Focusing on Change - Where are we now?
Dear Colleagues
In preparation for the implementation of the ‘Never Ever Worry’ (NEW) System I would appreciate your assistance in
enabling me to assess the level of preparedness for change within our own group. The success of the project
implementation will rely heavily on how effectively we can transition to the new system and by completing the Change
Readiness Assessment (CRA) it will help us identify where we need to focus our efforts.
This assessment has been designed to complete in just 5 minutes.
To ensure that this survey will be of value l am encouraging a spirit of openness and trust so please reflect how you truly
see the current situation and provide any comments (at the bottom of the sheet) that you feel may help us. Rest assured
that your responses will be kept confidential as the objective is to assess the views of the team as a whole. Just tick the
box that best resembles how you feel about the statement. Please complete all the sections, especially the department
and position boxes at the top.
Once you’ve finished the questionnaire please return it to me at: fred.andstair@ChangeToys.com
Once all the assessments have been returned I will collate the results and provide you with a summary which we can
discuss at one of our regular team meetings.
Assessing our readiness for change is an important step in ensuring that the transition is as smooth as possible, so many
thanks in advance for taking the time to complete the CRA. If you do have any questions or concerns please feel free to
contact me on 0461.012.184.
Warm regards

Change Readiness Assessment 1/2
page 94
The purpose of this tool is to help you establish the change climate, provide staff with an opportunity to
express their views and provide a vehicle for discussion and focus on areas of concern.
StronglyDisagree
Disagree
Agree
StronglyAgree
1 Change Objectives
1.1 The business objectives and change goals of the NEW project are clearly understood.
1.2 There is clarity as to what benefits the NEW system will bring.
1.3 Staff are clear on when the different releases of the NEW project will be implemented.
2 Organisational Change
2.1 Staff understand how the NEW Directory project will impact them.
2.2 Our staff adapt quickly to change.
2.3
Staff trust that the NEW system will successfully manage information in order for them to work
effectively.
2.4 Overall, staff are looking forward to the benefits of the NEW system.
2.5 Staff are willing to do all they can to help implement the NEW system.
2.6 The staff can handle the necessary changes to achieve the desired vision.

Change Readiness Assessment 2/2
page 95
The purpose of this tool is to help you establish the change climate, provide staff with an opportunity to
express their views and provide a vehicle for discussion and focus on areas of concern.
StronglyDisagree
Disagree
Agree
StronglyAgree
3 Management Support-
3.1 Management communicates regularly with the team to keep us informed about the NEW system.
3.2 Management visibly supports the changes being introduced by the NEW project.
4 Staff Support
4.1 Staff are happy with the way they are being communicated with about the NEW project.
4.2
There are effective channels for staff to feed back their concerns and questions about the
changes.
5 Please use this section to make suggestions and express your key concerns, particularly
if you disagreed with any of the statements above:

Summary Change Readiness Assessment 1/2
page 96
Collate the information from each assessment onto this form to establish the view of the group. Forward
to your Zonal Change Facilitator. Facilitators should forward to the Organisational Change Management
Team Leader.
StronglyDisagree
Disagree
Agree
StronglyAgree
1 Change Objectives
1.1 The business objectives and change goals of the NEW project are clearly understood.
1.2 There is clarity as to what benefits the NEW system will bring.
1.3 Staff are clear on when the different releases of the NEW project will be implemented.
2 Organisational Change
2.1 Staff understand how the NEW Directory project will impact them.
2.2 Our staff adapt quickly to change.
2.3
Staff trust that the NEW system will successfully manage information in order for them to work
effectively.
2.4 Overall, staff are looking forward to the benefits of the NEW system.
2.5 Staff are willing to do all they can to help implement the NEW system.
2.6 The staff can handle the necessary changes to achieve the desired vision.

Summary Change Readiness Assessment 2/2
page 97
Collate the information from each assessment onto this form to establish the view of the group. Forward
to your Zonal Change Facilitator. Facilitators should forward to the Organisational Change Management
Team Leader.
StronglyDisagree
Disagree
Agree
StronglyAgree
3 Management Support-
3.1 Management communicates regularly with the team to keep us informed about the NEW system.
3.2 Management visibly supports the changes being introduced by the NEW project.
4 Staff Support
4.1 Staff are happy with the way they are being communicated with about the NEW project.
4.2
There are effective channels for staff to feed back their concerns and questions about the
changes.
5 Please use this section to make suggestions and express your key concerns, particularly
if you disagreed with any of the statements above:

Change Variables
page 98
Purpose
Large scale change may require changes in a number of aspects of the way in which the organisation
or team operates. This tool provides the Change Manager with a picture of what the consequences
might be if the change is, is not, or is only partially implemented in each of these areas. Looking at the
change variables and possible implementation outcomes can provide a supportive argument when
requiring a compelling case for a change request and hence gaining support.
A change elements matrix can be prepared for the whole organisation or team undergoing change.
Process
The tool look at different aspects of planned changes and asks for each:
• What would happen if the change is not implemented?
• What would happen if the change is only partially implemented?
• What would happen if the change is implemented?
Principal
Change Phase
Assess Current
Situation
Decision Making Organisation/Team Addressing Uncertainty
Reviving the
change effort

Change Variables
page 99
Note that the degree of differentiation will depend on how detailed a picture you want to create,
and/or at what level of the organisation the change variable analysis is being undertaken.
The first stage is to identify the ‘change elements’. What is it that can be controlled and will need to
change to effect the intended change? Examples might include:
• Strategy
• Policies
• Processes
• Tasks
• Services
• Service delivery
• Staffing issues
• Resources
• Training and development Structure
• Collaborative links
• Culture

Change Variables
page
100
What would happen if we
Issues list to define Do not change Partially change Change effectively





Commitment, Enrolment and Compliance
page
101
Purpose
Where a change must happen but it has not been defined as necessary by the people involved, then it
is unlikely to be easy to implement. Whilst it is unrealistic to expect that everyone will support a change,
not everybody needs to support it to the same extent. The purpose of this tool is to explore these
factors.
Process
Senge in The Fifth Discipline (1990) talks of the difference between commitment, enrolment and
compliance, suggesting that while it is more pleasant (and reassuring) to have considerable commitment,
it is not necessary for everyone to be as fully signed-up as this. A number of positions exist within a
continuum, along which players may position themselves in response to proposed action and change, as
illustrated below.
Principal
Change Phase
Assess Impacts
& Gaps
Engage
Organisation/Team
Individual
Stakeholder
Feedback

page 102
Disposition
(Our attitude towards Change)
Response to change
(Our thinking based on our attitude)
Actions
(Our actions based on our thinking)
Commitment Want change to happen.
Willing to create whatever structures, systems and
frameworks are necessary for the change to work.
Enrolment
Want change to happen and will devote time and
energy to making it happen within given
frameworks.
Act within the spirit of the frameworks.
Genuine compliance
See the virtue in what is proposed, do what is
asked of them and think proactively about what is
needed.
Act within the letter of the frameworks.
Formal compliance
Can describe the benefits of what is proposed
and are not hostile to them.
They do what they are asked but no more. Stick to the
letter of the framework.
Grudging compliance
Do not accept that there are benefits to what is
proposed and do not go along with it.
They do enough of what is asked of them not to
jeopardise their position. They voice opposition and
hopes for failure through re-interpretation of the
framework.
Non-compliance
Do not accept that there are benefits and have
nothing to lose by opposing the proposition.
Will not do what is asked of them. Work outside
framework.
Apathy
Neither in support of nor in opposition to the
proposal, just serving time.
Don’t care about framework.

Senge suggests analysing what the level of support is required from each of the players and directing
energy to achieve that, rather than trying to persuade everybody to ‘commit’.
So the steps are to:
• Identify the key stakeholders
• Identify their likely response to the change
• Identify actions that can move each group up the continuum to a more positive mind-set.
Stakeholders Likely disposition Actions

Component 12. The Change Facilitators Handbook

Component 12. The Change Facilitators Handbook

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