Figure 1: Adaptation of Kübler Ross Change Curve
Morale and competence
KÜBLER-ROSS CHANGE CURVE (ADAPTED) Denial Disbelief; looking for evidence that it isn’t true Frustration Reality Recognition that things are different; Shock sometimes anger Surprise or can follow shock at the event Unhappiness Low mood; lacking in energy
Future way of working Integration Changes integrated; a renewed individual Competence Learning how to work in the new situation; feeling more positive
Experiment Initial engagement with the new situation
Time
Plan
Deliver
Sustain
Table 1. Plan phase Key steps »»Diagnosing the need for change »»Identifying key players/ stakeholders How can digital tools help? »»Develop a deeper understanding of your workforce and target audience Example tools Audience and data analysis tools tableu.com powerbi.microsoft.com domo.com tagul.com
»»Assessing risks »»Building a transition plan
»»Engaging in early dialogue
»»Build collaboration and visibility of program schedules, risks, and issues
»»Leveraging social tools internally to build early awareness (ie allow leaders and employees to break through levels)
Project management tools wrike.com basecamp.com trello.com
Collaboration/engagement tools yammer.com slack.com workplace.fb.com
will be interested and/or impacted by your change, and determining what success will look like once we’re there. In this phase it is important to develop a deep understanding
of the vision and the target audience. These tools provide opportunities to collaborate with key stakeholders and influencers. You can openly share planning,
schedules and risks/issues. Collaboration tools give the opportunity for sponsors (senior leaders who advocate for the change) to directly engage with employees rather than having to rely on cascaded communication, emails and infrequent town halls. The data analytics tools outlined above also allow projects to gain a deeper understanding of the employee base. In a digital environment the landscape is flatter and there is opportunity to understand employees and engage them in participation in a much more dynamic and meaningful way. Phase 2. Deliver: In this phase of the change approach the rubber really hits the road. By now the program should have a good view of the overall change, the reasons for the change, individuals/teams impacted, and the supporting communication plan. This step involves building a detailed impact assessment, creating communication materials and actively engaging the business. Ultimately, that final point – ‘active engagement’ – is the most important. A change management plan is only as good as how well leaders engage the business. In relation to some of the ideas outlined above, many of these tools overlap and support each other. For example, the use of storyboarding or cartooning is a powerful way to communicate, train and engage. This could mean using them to communicate the vision, the need for change and detailed impacts to audience groups; or as a facilitation tool in training sessions. Project management tools, for example, can be a powerful way to organise plans but are also communication tools used for schedules, status, impacts and risks in an open-source manner. The key here is open engagement and participation. Phase 3. Sustain: In this phase it is important to sustain the change initiative. Too often projects come to an end, budgets are cut, transition to ‘business as usual’ is rapid and other priorities take over. An
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