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  • Jeffery Welter

Considering Change with PICOR: Capacity

Capacity readiness is the degree to which the organization can bring supportive work processes, historical knowledge and experience, current knowledge, skills and abilities, and resources to bear to aid in successful implementation and sustainability of the change.


Roles and responsibilities of team members will expand accountabilities while serving on the team!


The team is responsible for facilitating the end-to-end process including the creation of the business case, determining project objectives, conducting accurate and comprehensive reliable estimates of costs, benefits and risks, and execute according to standards within allowable performance targets. Is the organization designed for success? Assess the organization for effective organizational design that provides work processes and systems in which there are clear roles, responsibilities and accountabilities for decisions and an organizational structure that supports objectives. A few questions to ask are:

  • Does the organization have the talent necessary for success?

  • Are performance measures and incentives aligned to objectives?

  • Do new skills need to be added to the team?

  • Are external resources needed for short periods of time and /or are existing roles going to be expanded or modified?


Training for implementing a new process will reduce natural resistance to change and promote change management success.


Approximately 70 percent of change initiatives fail! This is usually attributed to negative employee attitudes and unproductive management behavior. Statistics also show that 33 percent of management behavior does not support change and 39 percent of employees are resistant to change. Training helps maintain visibility and encourage belonging. Key to engagement on the job is having a sense of belonging and this comes from understanding the organizational environment. Training also promotes employee engagement. Highly engaged employees are 87 percent less likely to leave their companies than disengaged counterparts. Managers should be trained in how to deliver the change message incrementally to their teams, then they should gather feedback from individuals and use this input to influence change.


Influencers and leaders will be both your sponsors and change agents. Encourage them to lead with knowledge of your project.


Provide regular updates to your influencers and leaders on progress and seek their feedback on the implementation. Your team will need their collaboration to keep the cadence lead by example and shape new behaviors. Without their support change will be stalled, and if it does move forward certainly will not be sustained.


Your communication plan should include messages to various stakeholder audiences published by the executive sponsor and organizational leaders.


While the team can assist with creating the messages, employees prefer to hear the leadership team, not the project team. Key themes woven into the message should work to remind employees why the change is happening, and what is NOT changing. Plan to communicate key themes 5-7 times in your planning through various communication channels to reach employees.


You will likely have limited resources and financial budget to introduce your change initiative.


You are competing for scarce resources! A compelling business case becomes your best defense to obtain approval to advance your initiative. Saving to cost ratios for continuous improvement projects can be 2:1! For $1 spent you can expect a savings of $2 presuming you will be modifying work systems. Putting a Key Performance Indicator (KPI) in place that monitors your budget spend will ease the minds of your leadership team and inform the team how you are tracking against your plan, or when you may need to adjust timing due to constraints.


There are many tools available to help your team with written action planning- check out the apps that would be right for them.


Microsoft Excel or Google Sheets is commonly used and allows team members, sponsors, and stakeholders to access your action plan. This becomes your primary tracking tool as you achieve milestones. It also can serve as your meeting agenda and communication tool to sponsors and stakeholders.


Create a formal change control documentation process controlled by qualified representatives from an appropriate discipline for the purpose of reviewing and approving changes.


This document will help the organization make successful transitions to new or changed work processes and sustain the change. Documentation will provide technical guidance, checklist and process procedures that will enable transitioning the project to the process owner.

References:


1. Combe, M. (2014). Change Readiness: Focusing Change Management Where It Counts. PMI White Paper. Retrieved 28 February 2021, from, https://www.pmi.org/learning/library/change-readiness-11126.


2. Eby, K. (2017, June 12). Free Lean Six Sigma Templates. Smartsheet. https://www.smartsheet.com/free-lean-six-sigma-templates


3. Stafford, S. (2020, January 5). The ADKAR Model. Change Managers. https://changemanager.ie/2020/01/13/the-adkar-model/


4. Ndukwu, D. (2020, March 18). 7 Data Collection Methods for Qualitative and Quantitative Data. KyLeads. https://www.kyleads.com/blog/data-collection-methods/


5. Courtney, F. (2019, September 20). Change Management: 3 Reasons Why Training Supports Organizational Change. ELearning Industry. https://elearningindustry.com/change-management-3-reasons-training-supports-organizational-change


6. Communication Checklist for Achieving Change Management. (n.d.). Prosci. Retrieved March 4, 2021, from https://www.prosci.com/resources/articles/change-management-communication-checklist


7. Cheney, J. (2020, August 27). The Top 5 Ways to Operationalize Change. Think Up Consulting. https://thinkupconsulting.com/the-top-5-ways-to-operationalize-change/

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