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Understand Change Readiness – Here, you can start applying the 20:60:20 model to identify the 80% that you can plan fundamental change with. Moreover, you can address the issues in a clear and concise way.įactors to understand and address at this phase: It also focuses on the softer side – how will the transition happen? How will the cultural change happen, over how long and what needs to be put in place to allow people to change naturally?īy understanding as much information as possible, it is easier to manage the transformation through the course of the change management process. The design phase looks at the vision and works backwards to understand the steps needed to make the change process happen. It involves designing the way forward – planning the right path, using the correct change model and creating a robust process that leaves no stone unturned. The Design phase of the change management process is about adding the meat to the bones. A Vision of what the ideal state should look like.Only then, once you have found these factors, you can work forward to create a vision with which will hopefully solve the current crisis. It must be clearly understood what is going on, and more importantly what is going wrong. There should be a lot of searching and identifying exactly what the real root cause to the problems being faced. This part of the change management process involves identifying issues, environmental factors which are causing the need to change and any other accompanying data. Plan for the transition and plan for change! The primary remit is to plan, plan, plan! This model will allow the practitioner to understand what generic steps to take along the change management process. The change management process focuses on four stages: – Now you can make real progress! The Change Management Process – You are then left with a model of attack, whereby you have highlighted roughly 80% of the potential business that you believe will change, given the right environment. – Next, focus on finding the 60% – those that will sit on the fence and will follow either the concrete heads (those that don’t want to change) but equally, given the right exposure, will follow the 20% who are the converted. These people will help lead and drive the changes necessary. – Try and find the 20% of those affected that seem to be ready for change. A simple and unscientific rule, but still a good measure to use, is the 20:60:20 model. Casualties along the wayįor a number of reasons, not everyone will eventually change anyway, but the focus must go on at the planning phase to understand those affected and to also gauge how change ready people are. Changing people means that we have to use our Leadership skills to enable the vision to be successful and that change to be embedded: this means nurturing people through the change curve effectively. We all change at different speeds and we will only change if we believe in the vision. They are the hardest things to change – after all, we all have our own systems, beliefs and values. Why Problem Solving in Business Usually FailsĪs my old mentor used to say – “It’s about 90% people and 10% tools!”.A3 Problem Solving: A Simple Tool to Report Problems.DMAIC Methodology: 5 Steps to Eliminate Root Causes.4 Steps to Increasing Workplace Productivity.3 Critical Business Process Improvement Tools.Employee Turnover: 3 Steps to Getting it right.