Change Management Toolkit (PowerPoint PPTX)

Change can be categorized into two primary groups: Incremental and Transformational. Implementing incremental change is generally more straightforward and successful. It involves refining the existing methods by building upon the current state. This type of change introduces fewer modifications and impacts a limited number of individuals. Conversely, Transformational change is notably more challenging, often achieving a mere 30% success rate (as per the Taking Stock survey by The Change Management Toolbook, February 2005). The question arises: why is this the case?

Complexity intensifies when dealing with Transformational change, which is conceived from a future perspective and encompasses an entirely new approach. This type of change necessitates a significant cultural shift and affects a broader spectrum. The intricacies inherent in cultural change often explain the ease of altering the change itself compared to transforming the culture.

Culture embodies our values, beliefs, assumptions, and implicit regulations. These elements influence behavior, mindset, and performance. Within an organization, individuals collaboratively shape culture through discussions and adherence to behavioral norms. Additionally, subcultures may emerge within specific groups. Recognizing both overarching and individual subcultures is vital when devising strategies for initiating change.

The execution of a change initiative involves various complexities, warranting the integration of both change management and project management components. While these two disciplines are distinct, they are complementary. Both entail formal processes, tools, and techniques for change planning, execution, and sustainability. Change management centers on garnering support from individuals, whereas project management focuses on task execution. By combining proactive change management and project management, the benefits of a change initiative can be realized.

People are the common denominator in the success of all change initiatives. According to Chip and Dan Heath, authors of "Switch," individuals' brains encompass two autonomous systems: the rational facet (which contemplates, deliberates, analyzes, and envisions the future) and the emotional facet (which is instinctual, responsive to pleasure and pain). Conceptualize the rational aspect as the Rider and the emotional aspect as an Elephant. The Rider excels in planning and strategizing, providing the pathway to achievement. The Elephant thrives on emotion, supplying the motivation (energy) to accomplish tasks.

Why is a change management toolkit necessary?

In the 21st century we are surrounded by constant innovation, technology enhancements, and a connection to a global network, all of which has created a new normal of perpetual change. As a way of handling the increased volume of change, a plethora of proven tools and techniques have been created to aid individuals in managing change. As a result of these tools and techniques being globally socialized and tested, the necessary components for effectively managing change are known. These proven tools and techniques have been reviewed and curated into this toolkit which contains those most appropriate for use at any organization.

This customizable 60-slide document is a toolkit designed for any individual responsible for leading a change initiative of any size.