Moore & Associates’s 4-Phase Change Management Methodology encompasses the 4 major activities required in a large-scale change initiative. Executive teams who lead, plan and implement change initiatives by assimilating the 4 phases master change and eventually, with practice and learning create change resilient and flexible organizations.
Clients retain our change management consulting services in a variety of situations including:
- Reorganization and restructuring
- Process adaptation to new technology
- Organization-wide transformation
Our change management consulting is delivered in the manner that will best achieve our clients' change goals and may include:
- Executive retreats and intensives on change topics, for example: change leadership; executive leadership behaviors necessary for change success; implementing change; managing the human side of change and transition; senior team conflict negotiation around a change initiative that is not achieving desired outcomes
- Advising senior management on their change management plan
- Troubleshooting consulting for changes that have not been executed as planned
- Hands-on design and implementation of the change management plan working in partnership with the client
- Facilitation and coaching when the change has taken a tremendous toll on your people and is impacting performance
- Coaching on understanding resistance and using it in a positive manner
- Consultation and coaching to gain sytem-wide buy-in for the change
- Change leadership coaching of executives and teams responsible for executing large-scale change and transformation
Following is an overview of the 4-Phase Change Management Methodology with a few items to consider in each area. The model is customized for the organization's needs, desired results, readiness for change, and the scale and scope of the change initiative:
1. Creating the Vision for the Change
Is the case for change and the details that support it clear to all stakeholders?
2. Developing Followership for the Change – and communicating the vision and the details of the change.
Who will lead the communication strategy at every level externally and internally for every aspect of the change and can generate positive feelings and emotional buy-in?
What is the strategy and tactical plan for addressing the human side of the change and transition process and thereby developing followership and buy-in for the change before, during and after the changes are put in place?
3. Implementing the Vision of the Change – while current operations are attended to.
How will the current work and deliverables be handled while the changes are being implemented?
Down to each person’s role during the transition period, who and what functions will be attending to current operations, and who and what functions will be implementing the new changes?
Who will ensure that both of these groups, those responsible for continuity management and those responsible for change management, are given the resources they need, and are valued and rewarded?
4. Following Through on the Change – and enforcing the changes so they are sustained by the culture.
Resistance for the change is a natural and necessary part of the process. What is the explicit plan for seeking out and addressing resistance?
What unconscious forces in the organization's culture may be at work to cause the plan to fail?
Starting with senior management, what are the new required behaviors and management practices at all levels for making this change stick? How exactly will the new behaviors be enforced and the old behaviors be called out and addressed?
If the change is transformational, its success requires changing undesirable and outmoded cultural values, beliefs and attitudes. How and by whom will the old cultural patterns be monitored while the new are being cultivated?