The document outlines 20 steps for implementing organizational change provided by Dr. Jim Cook. The steps include defining the problem, building political support, involving key stakeholders, communicating frequently, addressing potential resistance, casting a wide net for solutions, celebrating successes, and assessing the impact of the change. The overall process emphasizes clear communication, addressing concerns, adapting the plan as needed, and learning from the experience.

1. Implementing Change
Dr. Jim Cook

2. 20 Steps to Implementing Change
1. Clearly define the problem/challenge/need for change – the more critical
mass you have on the issue, the better.
2. Build political support for change.
3. Get the appropriate go-ahead(s) to pursue change.
 From people with widely recognized authority power to mandate change.
 From people with widely recognized respect power to “bless” it’s need.
4. Involve key organizational influencers (people) at the beginning.
 If possible include potential leaders of the resistance as well as leaders of the
cheering section.
5. Almost be mindful of why and how the type of change you are working
toward might be resisted.
 Develop a plan and/or approach to address potential resistance.

3. 20 Steps to Implementing Change
6. Communicate honestly and frequently with your change agent partners
throughout the change process.
7. Be prepared to make a thorough case to stakeholders for why change is
needed.
8. DO NOT let the grapevine get out of control. To the extent you can, you
should keep the people who will ultimately be affected by the change as
informed as possible of what’s coming over the horizon.
9. Continue to reassure.
10. To the extent you can, cast your net wide for ideas and solutions.
11. Don’t forget the power of personal lobbying to win over skeptics.
 Collect ideas.
 Enroll the help of key influencers to campaign for change and a particular
approach to it.

4. 20 Steps to Implementing Change
12. Continue to rally the troops throughout the process.
13. Be as open about probable negative impacts to personnel as you are
about probable positive impacts.
14. Approach potential solutions to problems carefully lest your
characterizations of the effects of change are found to be inaccurate
when change occurs. This is a prescription for serious problems in your
organizations.
15. Communicate the plan clearly and concisely. Speak the audience’s
language. Be open to questions and empathetic in the face of fear-
inspired frustrations.
16. Once the plan is implemented, continue to encourage personnel through
the change process,
 Be willing to adapt the plan as needed.
 Don’t get caught in the trap of thinking “if I admit mistakes in the plan, the plan
loses all credibility.”

5. 20 Steps to Implementing Change
17. Frequently communicate successes in plan implementation and, more
importantly, positive results for the organization as a result of the change.
18. Celebrate the successful contributions of all personnel.
19. Formally assess the impact of the plan—the extent to which it produced
the intended results.
20. Learn from your experience—what you did right and what you did wrong.
Oh, and by the way, continue to foster the professional relationships
developed and deepened through the process. You might need to work
together again!
THE END