STUDENT

GUIDE

BSBLDR601
LEAD AND MANAGE
ORGANISATIONAL
CHANGE
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Contents

Overview 4
Topic 1: Developing a change management strategy 5
Topic 2: Implementing a change management strategy 15
Topic 3: Evaluating the change management strategy 21

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BSBLDR601 Lead and manage organisational change

Overview

The Student Guide should be used in conjunction with the recommended reading and any further
course notes or activities given by the trainer/assessor.

Application of the unit

This unit describes the skills and knowledge required to lead and manage organisational change.
The unit applies to managers with responsibilities that extend across the organisation or across
significant parts of a large organisation. They may have a dedicated role in human resources
management, workforce development, or work in a strategic policy or planning area.
No licensing, legislative or certification requirements apply to this unit at the time of publication.

Learning goals
Learning goals include:

 You are able to identify major operational change requirements and assess risks and
opportunities in consultation with stakeholders and experts.

 You are able to implement a change management strategy and communicate changes.

 You are able to evaluate the change management strategy and modify it.

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Topic 1: Developing a change management

strategy

Change is constant in every facet of life. Change in a workplace can happen for many reasons and
can be initiated by the organisation (internal factors) or change as a result of external factors.
Strategic change needs can be initiated by the organisation itself through an analysis of
organisational objectives. These objectives would be found in a strategic or business plan or even
specific plans such as a marketing plan.
As an example, consider that an organisation’s objectives are to be innovative and efficient. A
manager may decide that in order to achieve these objectives, certain aspects of the business
need to be automated, for example, introducing a new customer relationship management system
or accounting or ICT system. This not only means change in terms of the introduction of the new
technology but may also mean staffing changes such as training and even redundancy of staff who
may no longer be needed as a result of the introduction of the new technology.
Thus, a manager must be able to carefully analyse the organisation’s strategic objectives to identify
where changes are needed and the impacts of this. This will also include reviewing policies and
practices as can be seen in the example above.

No change ever happens in isolation. Change impacts the whole organisation, its people, its
operations and its policies and procedures.

In order to be successful, a change management plan relies on the following principles:

 Understanding the need for change.

 Planning the change.

 Implementing and reviewing the change.

In some cases, the need for change will become clear when considering the negative outcomes
of not making the change. People within the organisation will often be willing to embrace change
when they are dissatisfied with the old way of doing things.

Activity: Reflect

Consider your previous or current job and identify an area in the business where you
think change is needed. Reflect on the following:

 Why is this change needed? What would be your key objectives?

 What will the benefits of the change be to the organisation and its people?

 How will it affect the way that people work?

 How can the change be successfully implemented?

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Activity: Read

Review the following guide which discusses types of organisational change.

Article: https://vpsc.vic.gov.au/wp-content/uploads/2015/03/Organisational-
Change_Web.pdf
Take any notes to summarise what you have read and keep for future reference.

Identifying the need for change

The change management process involves:

 identifying major operational changes

 reviewing and prioritising change requirements

 consulting with others including staff

 consulting with specialists and experts who can assist with change.

Image by Scott Graham on Pexels

There a number of theories and models associated with change management that can add to the
identification of operational change requirements and aid in the understanding of organisational
change. These are discussed below.

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Performing a SWOT analysis

The purpose of a SWOT analysis is to create a list of the company’s internal strengths and
weaknesses, as well as its external threats and opportunities to inform the business plan.
SWOT analysis should help businesses improve on its strengths, eliminate weaknesses, pursue
opportunities, and avoid or prepare for threats.
By doing a SWOT (strengths, weaknesses, opportunities and threats) analysis, an organisation can
examine both internal and external risks and opportunities. Developing a fuller awareness of the
situation helps with both strategic planning and decision-making.
A SWOT analysis can be used to:

 Identify the need for and areas of change.

 Explore new ideas or solutions to problems.

 Help in decision making regarding future steps to take. When business opportunities for
success are considered in relation to threats to success, appropriate choices can be made.

 A stocktake of a business’s strengths and weaknesses can help determine priorities and
possibilities.

 Plans can be amended and expanded as new opportunities arise. Alternatively, threat can
close a pathway.

 A SWOT analysis can be a good way to organise information gathered from studies or
surveys.

Listing internal factors: Strengths and Weaknesses

Strengths: These are the positive characteristics within your organisation that give you
an advantage.

Weaknesses: These are the negative characteristics within your organisation that put
you at a disadvantage.

Consider the following:

 Human resources - staff, volunteers, board members. Also, the motivation, talent,
collaboration levels, effectiveness and efficiency

 Leadership/management style – impact on the organisational culture

 Physical resources - location, building, facilities, equipment 

 Financial – investments, grants, funding, fees, income streams

 Activities and processes - programs, systems: employee programs, software systems, and
departmental structures

 Past experiences – history of learning and success, reputation in the community.

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Listing external factors: Opportunities and Threats

Opportunities: These are the positive characteristics that exist outside your
organisation that you can take advantage of.

Threats: These are the negative characteristics that exist outside your organisation that
will hinder your success.

There are many external influences that affect an organisation at any given time like the behaviour
of your competitors and also macro-economic forces. The external environment has a significant
impact on change strategies, as it is often the driver for the change strategy. For example, a
change in government regulation may impact on a company’s business requiring staff
redundancies. Therefore, the external environment has driven the change.
The external environment may also need to be considered during a change process. For example,
if the organisation is growing and making changes and requires more staff, if there is a low
unemployment this needs to be factored into the change as the company may have difficulty
attracting staff.
As external factors therefore impact heavily on change, then a manager must ensure they are
constantly monitoring the external environment to identify trends that impact on objectives and may
lead to a change. 
There are numerous ways of monitoring the environment from reading articles to reviewing
LinkedIn to attending conferences and so on.

Identifying performance gaps

Performance gaps occur when there is difference between intended and actual employee
performance. This can happen at any level of the organisation and hinders overall productivity.
Some of the reasons why performance gaps can happen are:

 Not setting clear goals and expectations. Employees can’t meet performance standards if
they lack clarity or don’t have clear goals to meet.

 Employees are not able to access the information they need to do their job effectively. This
might be due to a lack of training or access to policies, procedures and training resources.

 When your business needs, goals, and organisational objectives change faster than your
training programs. Organisational change may require that employees learn the latest cutting-
edge technology or stay up-to-date on the latest best practices and you will need to provide
adequate training and support.

 When tools, equipment or technology is no longer functioning or needs to be updated.

Gaps between the current capacity of the workforce and the predicted requirements can be met
through initiatives such as performance management, individual development plans or training and
education.

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Activity: Reflect

Reflect on a change that happened to at your previous or current workplace. This

could be an internal or external change.
What impact did this change have on the organisation?
Where there any performance gaps caused by this change? What was done about
it?

Force-field analysis model

The force-field analysis model is of interest in relation to organisational change. The technique was
developed by Kurt Lewin in the 1940s for use in his work as a social psychologist. Today, force
field analysis is a structured technique used by businesses to make difficult decisions.
Essentially the model provides an overview of the change problems that need to be addressed by a
business, separating factors into forces which drive a proposed change and those which resist.
Driving forces create the change and then allow it to occur. A resistance force works against the
change such as employees.
When conducting a force field analysis, you can then identify these issues and work around them
to create a balance if possible.

Activity: Read

Read more about the force-field analysis model at:

http://www.mindtools.com/pages/article/newTED_06.htm

 What are the steps to doing a force field analysis?

Take any notes to summarise what you have read and keep for future reference.

Burke-Litwin Model
The Burke-Litwin model shows the various drivers of change and ranks them in terms of
importance. The model is expressed diagrammatically, with the most important factors featuring at
the top. The lower layers become gradually less important. The model argues that all of the factors
are integrated (to greater or lesser degrees). Therefore, a change in one will eventually affect all
other factors.
Burke-Litwin believes environmental factors to be the most important driver for change. Indeed,
most change can be traced back to external drivers for change.
Important elements of organisational success, such as mission and strategy, leadership and
organisational culture, are often impacted by changes that originate outside the organisation.

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The purpose of the model is about how successful organisational change actually happens and
answers the question of how to go beyond simply getting the message across to truly changing
people’s behaviour.
Steps in the model are as follows:

Create a sense of urgency by using a bold, aspirational opportunity statement that

communicates the importance of acting immediately.

Build a guiding coalition coalition of effective people to guide, coordinate and

communicate activities.

Form a strategic vision and initiative by clarifying how the future will be different from
the past.

Enlist a volunteer army by having massive numbers of people rally around a common
opportunity to bring about large-scale change.

Enable action by removing barriers such as inefficient processes and hierarchies.

Generate short term wins to towards achieve the overall visions.

Sustain acceleration by pressing harder after the first successes.

Instituting change by articulating the connections between the new behaviours and
organisational success.

Figure 1 Kotter’s 8-step change model

Activity: Read

Read about the impact of change through real life case studies:
https://www.tinypulse.com/blog/sk-case-studies-successful-change-management

 What are the steps to a Chet Holmes change process?

 What is an ADKAR model?

Take any notes to summarise what you have read and keep for future reference.

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Activity: Watch

Watch an explanation of Kotter’s 8-step change model.

Video: https://youtu.be/xMhfhuB2SME (05:35)

Consultation
Change should not occur without consulting the stakeholders of an organisation. A lack of
consultation fails to take advantage of all available knowledge and skills within the organisation and
can isolate employees. 
Where effective change management strategies are used, employees are much more likely to
accept and participate in the change. Such strategies can also ensure that any productivity losses
are minimised.

Image by Joseph Mucira on Pixabay

Initial consultation must occur to:

 Raise awareness of the intention of the organisation to introduce organisational change to the
enterprise.

 Give the workforce an understanding of what organisational change is about, its benefits and
what it can achieve for workers and the business.

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 Solicit input about matters that need to be addressed by the change strategies to be
developed – for example:
o Organisational production issues.

o Service delivery problems.

o Financial performance.

o Compliance with legislated obligations.

o Failure of organisational practice to align with the public statements the business makes
about itself.

 Demonstrate preparedness by management to engage with the staff to include them in the
process and in the broader management of the organisation.

 Gain information to help supplement the analysis of the organisation. Sometimes you may
need some help with change management and so you might use a specialist in this area.

 Determine who will be allocated pivotal roles and responsibilities for the proposed actions
needed to implement changes.
It is vital to cultivate and select people who will support the initiative and not destabilise the
organisation as part of the process, their selection must be based on factors such as their:

 willingness to participate

 other work commitments

 relevant soft skills

 previous workplace performance

 personal network of contacts

 industry, organisational and product knowledge.

Those who should be involved in consultation include:

 the board of directors and senior management

 middle level managers, supervisors and team leaders

 employees

 specialists and experts.

Consultation methods include:

 holding round-table group discussions

 holding dedicated meetings

 conducting one-on-one discussions

 making formal presentations with Question and Answer sessions

 sending emails seeking email responses

 verbally requesting submissions and input

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 focus groups.

Activity: Read

Read this article about change management experts:

Article: https://www.linkedin.com/pulse/what-do-change-management-experts-
stephen-doiron/
Also read this article about change management gurus.
Article: https://www.businessmapping.com/blog/6-change-management-gurus/
What are the responsibilities of a change expert?
Take any notes to summarise what you have read and keep for future reference.

A change management project plan is vital for managing change. The plan will include the
activities, responsibilities and timelines for managing changes.
To summarise, a change management plan or project plan should include:

 Identification of change – the change required is outlined.

 Assessment of opportunities and threats to the business.

 Risk assessment – risks associated with the change are identified, as well as control
measures.

 Stakeholder analysis – stakeholders who will be impacted by the change are identified.

 Allocation of human resources to the project

 Cost benefit analysis

 A change governance structure

 Action plan – a detailed action plan to guide the change process is developed.

 Communication plan – a communication plan to ensure that consultation and communication

occurs throughout the change process is developed.

 Training plan – a training plan is developed to ensure that any performance gaps in knowledge
and skills as a result of the change are addressed.
The change management plan can also be a useful way to achieve approval of the change
management process. The plan can be presented to management for approval. Presentation to
management should formal, for example, through a formal report or as part of a meeting or
presentation.

Activity: Reflect

Think of a current or previous job and reflect on the following:

 The legal and ethical considerations of a change process

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 Current workplace policies and practices that can guide the change process.

Activity: Practical

Work in small groups for this activity. Source an example of a change management
plan from the internet or use a plan provided by your trainer.
Take turns presenting the change management plan to stakeholders (in this case,
your small group) for approval. The student presenting should explain the benefits of
the change and use their persuasive skills to ensure stakeholder buy-in. Ask the
presenter questions and provide them with feedback at the end of each practice run.

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Topic 2: Implementing a change management

strategy

Once it has been identified that change is required, a change management strategy needs to be
developed.
A change management strategy is essentially a plan to make a change. The purpose of
establishing the strategy is to make sure that the change process is implemented as effectively as
possible. The change management strategy recognises when a change is need, how to approve
changes, how to implement changes and how to monitor changes to ensure they have brought
about the desired effect.

Allocating your resources

Cost Benefit Analysis

A change management strategy may also include a cost benefit analysis that sets out the costs
and benefits of the proposed changes.
Cost benefit analysis is an important tool in better decision making and therefore can be used as
part of a change management strategy.
Cost benefit analysis provide a systematic approach to identifying the costs and benefits of a range
of alternatives and then comparing these to find out the net costs or benefits of each alternative
and ultimately the preferred option/s.

Determine the objectives What are the alternatives Who are the stakeholders

Map the costs and

Decide how to measure Assign dollars to the costs
benefits over a relevant
cost and benefit and benefits
time period

Discount costs and Subtract costs from

Perform a sensitivity
benefits to obtain present benefits to get net present
analysis
values value

Figure 2 Cost benefit analysis steps

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Reporting protocols
In order to drive and monitor change in an organisation, strong governance and associated
reporting arrangements need to be instituted. This involves the setting a framework for roles and
responsibilities suitable to the organisation and its objectives.
General change governance roles are:

 A steering committee providing oversight for the change process, setting the direction and
providing leadership.

 A change sponsor, such as a managing director who gains the commitment of leaders across
the organisation.

 A change agent who manages change management process on a day-to-day basis, ensuring
its successful implementation.

Activity: Watch

Watch the video explaining some of the challenges related to change.

Video: https://youtu.be/sXN6Sz4-QUw (03:25)

 What should you articulate when starting a project that involves change?

 Who should be the champions for change in a business?

 Why is it important to manage change well?

Activity: Practical

In pairs or small groups, spend some time researching different templates for
performing a cost benefit analysis.
You may review the following information about performing a cost benefit analysis:
https://www.prosci.com/resources/articles/cost-benefit-analysis-change-management
and
https://www.knowledgehut.com/blog/project-management/cost-benefit-analysis-
approach-steps
Make sure you understand the steps involved and methods used in a cost benefit
analysis. Make notes to share with the group.
Come back as a group and discuss your findings.

Developing communication plans

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A constant in the development of a change strategy is the need to prepare communication plans.
These are necessary to ensure all information you want passed on to stakeholders is shared with
in a timely and an appropriate way.
An effective communication plan can provide the following benefits:

 it provides a basis for decision-making

 builds stakeholder relationships, networks and collaboration

 assists in building the organisation’s reputation

 provides opportunities for feedback and a basis for adapting to changing circumstances

 provides a platform to effectively manage crises

 improves staff retention, morale and job satisfaction.

A communication plan describes what an organisation wants to achieve with the information it
shares. It will include objectives, methods of communication and target recipients. Communication
can be a make-or-break aspect of change management. A communication plan will describe the
following:

 What’s the purpose of the communication?

 Target audience?

 What message do you want to communicate? 

 What communication channels will be used?

 How will the message be distributed?

This plan should therefore contain information about:

 Description of the changes to the workspace, working environment, job design, or

organisational chart.

 The details that need to be communicated, related to a particular aspect of the change.

 The staff members who need to be informed about the particular aspect of the change.

 Expected concerns and reactions and how these will be addressed.

 The schedule for communicating the different aspects of the change.

 The different modes to be used for communication such as meetings, emails, memos, etc.

 The person who will be responsible for communicating the change to all concerned
stakeholders.

 The policies and procedures affected by the change.

 Dates and agendas for and minutes of meetings.

 Protocols for and progress on topics such as issue identification, problem solving, conflict
management and staff training and development.

 Names of stakeholders to receive each type of communication – so all the relevant or

designated persons receive the correct information.

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 The contact details of stakeholders and their preferred method for receiving information.

Once a communication plan has been developed,

the organisation will then:

 Implement the action plan through protocols

and procedures. 

 Design and distribute the message to the

intended audience.

 Evaluate the communication and adjust the

plan as required.
Image by  Headway  on  Unsplash

Successful communication is an ongoing process - communication planning should coincide with

an organisation planning its objectives and activities.

Different messages, communication channels and methods may be required for different groups of
stakeholders. Stakeholders can be grouped according to their relevant importance to the
organisation. Once you have determined who your key stakeholders are, and prioritised them,
there will be some key messages you need to develop to address their exact concerns and
questions.
This is done to ensure that your communications are relevant to them and they get a sense that
you understand their point of view.
Plan and design the message considering the content, mood, language, and design:

 Create the message with the target audience in mind.

 Consider the emotional appeal. Usually, if the mood is too extreme (too
negative/frightening/making audience feel too guilty), people will not engage.

 Language needs to be relevant to the target audience, i.e. formal or informal, simple or
complex, referring to popular figures and ideas or to obscure ones.

 For speakers of languages other than English, print material in both English and the language
of the audience you’re hoping to reach, and provide translation for spoken or broadcast
messages.
You have to reach your intended audience by placing your core message where they’ll see it.
These can include:

 Emails and memos  Electronic newsletters or blogs

 Posters and newspapers  Organisation’s website

 Handouts and brochures  Facebook, Twitter and LinkedIn.

Once a plan is implemented, you need to know if it is working to achieve the objectives you set.
Your key messages and communications tactics should be reviewed as the need arises and
improvements should be made on a continual basis.

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Activity: Watch

Watch the video about organisational communication.

Video: https://www.youtube.com/watch?v=miAIl726lPM (03:12)
 What is downward communication and upward communication?

 What is horizontal communication and diagonal communication?

Activity: Read

Review the communication checklist for change management:

https://www.prosci.com/resources/articles/change-management-communication-
checklist
Take any notes to summarise what you have read and keep for future reference.

An action plan is needed, outlining specific activities and timing for executing the communications
plan. It will contain the details about who’s responsible for different steps including review of
content and design, printing, mailing, distribution, and delivery of presentations or information to
employees. 
An organisation needs leaders from every stakeholder group to actively participate in the change
process.
Leaders need to serve as champions for change – always aware that they are role models.
Employees want their senior leaders to communicate:

 The reasons for the change

 The risks associated with the change

Employees want their supervisors to communicate the personal impacts of the change and how it
will affect their job.
A participative management style is a form of management style that allows for employees to get
involved in decision-making. When used in the context of organisation development, this type of
management style is important as employees are involved from the outset about the decision to
implement organisation development and can input their feedback and suggestions all the way
through the process.

Organisational culture/behaviours
Organisational cultures and behaviours should also be reviewed as part of the change process as
they can have an impact. For example:

 The organisation’s learning culture. How staff learn within an organisation will need to be
taken into account in training requirements as a result of organisation development. For
example, workers may learn better through practical on the job training.

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 Resistance to change – if the workforce is resistant to change, this will need to be taken into
account in the development of the organisation development plan. For example, there will
need to be a strong focus on communication and consultation.

 Diversity – in an organisation that is diverse in terms of cultural backgrounds, this will need to
be taken into account in organisation development planning and implementation so that
everyone no matter what their background can understand the processes occurring. Thus,
communication must be clear and concise.

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After considering the input of all stakeholders and the cultural aspects specific to the organisation,
it is time to implement your communications plan. Keep in mind that key communication contacts
need to be prepared and be ready to provide support.

Activity: Watch

Techsoft 3D CEO Ron Fritz talks about the importance of working to enhance his
company's culture to help drive business results. Learn why culture matters and how
to lead the way to use it to improve and sustain results.
Video: https://www.youtube.com/watch?v=u_OGO8pkw2o (02:00)
This clip explores the different layers and definitions of corporate culture, with
commentary from Robert Murray, CEO of Firemint, and Paul Higgins, Managing
Director of Oakley.
Video: https://www.youtube.com/watch?v=sO2vNyBroco (05:44)

Activity: Research and discuss

Work in pairs for this activity.

Use the internet to research the following:

 What type of organisational behaviours can impact on organisational change?

 Describe the components that could be included in a change management plan.

 If you were implementing an Internet Usage Policy which included a clause that
all staff should refrain from using personal social media in the workplace,
discuss two reasons why employees may resist this change. How would you
overcome these?

Activity: Reflect

Reflect on how a participative management style would be a positive way to support

the introduction of a new policy such as an Internet Usage policy.

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Topic 3: Evaluating the change management

strategy

It is important to assess the performance of a communication or education plan against the

organisation’s objectives.
Change agents are influential employees with good relationships and work experience. A group of
change agents can be recruited during the planning phase of an operational change process to
help facilitate the change. This group should receive appropriate information and proper training
and should be able to seek feedback from colleagues and report back to management.
When feedback is received, leaders responsible for implementing the change should respond to it
promptly. Questions raised by employees should be answered in a clear way. Leaders should seek
to understand how employees are feeling and what their main concerns are.
Leaders and change agents should assess whether the communications plan is working well and
what the challenges are.
Ways to do this is through one-on-one conversations, meetings, surveys or stakeholder interviews.

Managing risks and barriers to change

Another important part of change management is identifying risks associated with changes. Before
addressing risk management and change, let’s look at risk management in general.
Risk management is a structured approach to managing uncertainty and includes actions taken to:

 identify

 assess

 monitor and

 reduce the impact of risks of a business.

Risks are events, situations or circumstances which lead to negative consequences for a
business.

A good risk management plan with appropriate risk management strategies can minimise costly
and stressful problems and may also reduce insurance claims and premiums.
A risk management plan:

 describes the potential risks

 contains an analysis of the impact of each risk; and

 includes risk strategies to help the business reduce the consequences if the event occurs.

Risk management plans should be regularly reviewed to ensure they accurately reflect current
potential risks to the business.

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It is vital that an organisational change management strategy identifies risks associated with the
change, as well as barriers to change.

Some risks and barriers to change include:

 resistance to the change itself

 new systems and processes do not work

 impacts on customers

 impacts on suppliers

 poor morale.

As well as identifying risks and barriers as part of

the change management strategy, the strategy Image by  christina-wocintechchat on  Unsplash
should also address actions to mitigate the risk.
Once risks and barriers have been identified, you will need to come up with strategies that can be
used to address barriers:

 A possible strategy is to ensure that there is a communication process in place to explain the
benefits of change to all stakeholders, including outlining a promising future vision based on
the change processes.

 Another strategy is consultation, that is involving stakeholders in the change from beginning to
end and allowing them to voice their concerns and opinions. It would also be beneficial to
incorporate employee suggestions into the change process.

 Another strategy is to gain support by outlining negative effects if change does not occur. For
example, that the business may become less competitive and therefore that this may mean
job losses.

Activity: Read

Read more about barriers to change at:

https://www.nibusinessinfo.co.uk/content/barriers-organisational-change-
management
Take any notes to summarise what you have read and keep for future reference.

Activity: Watch

Watch the following videos about resistance to change.

Video: https://youtu.be/EIse5_I9QCs (06:11)

 What are the six sources of resistance to change?

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Take any notes to and keep them for future reference.

As part of identifying risks and barriers to change, it will be important to apply problem solving and
innovation skills. It is important that management create avenues for employees to discuss ideas
and that they involve them in the process of creating change.
Some ways to do that are:

Provide a vision, but not the solutions.

Employees are given freedom to generate ideas both individually and in teams, within the strategic
vision provided by management.

Provide a structured platform for conversations.

To guarantee that good ideas are generated and developed, organisations can create discussion
frameworks, such as platforms like the Intranet, innovation days, contests and challenges.

Empower employees who take steps to bring about change.

Management needs to provide guidance, mentoring, and resources, making sure ideas aren’t shut
down by others and that employees who fail are not disadvantaged.
There are a range of types of techniques and tools that can be used such as:

Software
Brainstorming Mind mapping Workshops Focus groups
programs

Open Lateral thinking Tangential

Visualisation Research
discussion games thinking

Figure 3 Techniques to identify risks and barriers

Brainstorming
Brainstorming is a process used for generating solutions. It uses a free-for-all group discussion. All
members of the group are encouraged to participate, suggesting as many ideas as possible, no
holds barred. It is only after the brainstorming session that the issues/ideas raised should then be
analysed and discussed in further detail.
Make sure the person facilitating the brainstorm has access to flip charts, white boards, or smart
boards to capture essential words, phrases, and explanations that can be used in the key
messages.

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Mind Maps
Mind maps are used to map out the basic ideas from a central problem. They are used in
brainstorming sessions or individuals use them to visualise ideas.
The basic problem is written in the centre and then the ideas are branched out from it in order to
arrive at a number of different possible approaches.
This provides a spatially visual overview, which can be easier to then understand or approach.

Activity: Read

Review the article on Edward de Bono’s six thinking hats which provides a
perspective on looking at problems/issues in a different way:
http://www.debonogroup.com/six_thinking_hats.php
Take any notes to summarise what you have read and keep for future reference.

Activity: Brainstorm

Imagine that you have to communicate the change of implementing a diversity policy.
Brainstorm some strategies that you could use to effectively communicate and
embed change during this organisational change process.

Activity: Watch

Learn how to use mind mapping:

Video: https://www.mindtools.com/pages/article/newISS_01.htm (02:55)

 How can mind mapping be used to overcome a barrier to change?

Adapting your communications plan

Communication plans often need to be modified as the change process progresses. Principles for
successful communication include:

 Making sure the core message is communicated consistently and with clarity.

 Ensuring leaders and supervisors are equipped and have up-t-date information to
communicate to employees.

 Keeping employees in the loop by making sure they are updated on a regular basis and
managing the uncertainties.

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 Responding to feedback and taking concerns seriously.

 Celebrating successes and highlighting the advantages as changes are embraced.

 Rewarding those employees that are embracing change.

It is important when introducing change, to regularly evaluate the change management strategy as
a whole and to modify the change management project plan as required.
There could be a number of ways that feedback could be collected to assess how successful the
change management process is.
A plan, do, check and act model can be a useful tracking tool for continual improvement of the
change strategy.

Act
Plan
Check
Do

Figure 4 Continuous improvement for change strategy

 Plan – this includes revisiting the internal and external stakeholder needs and ensuring that
the organisation is meeting those needs through its strategy.

 Do – this involves communication and implementation of the plans or changes.

 Check – this is necessary to evaluate the outcome after each plan or change is implemented.

 Act – the program is revised and updated to better suit the organisation goal and objectives.

Providing feedback to the staff is important when they have been involved in any stages of the
continuous improvement process.
It is important to ensure that team members are informed of service improvements, savings or any
other benefits to the organisation that is a result of continuous improvement efforts.
If revisions are made, these may need to go through any approval processes that are in place and
it will be of the utmost importance to communicate such changes to all stakeholders, describing the
revisions that have occurred and the impact and the updated procedures that must be followed.  

Embedding change
A change management programme can be considered successful when the change in processes
become embedded in the day-to-day operations of the business. This demands that key
employees and managers are emotionally engaged with the change in business outcomes.
Employees are motivated by:

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 recognition colleagues, customers and supervisors for a job well done

 career opportunities and remuneration

 personal pride in a job well done.

Building trust through transparency and good communication with your employees, setting
appropriate standards of performance and providing training and support will embed change into
the company culture.

Activity: Develop

In small groups, write a change management plan for implementing a change within
an organisation.

 Start out by identifying the need for change, explain the reasons for it and justify
allocating resources to it.

 Write a communications plan tailored to stakeholder requirements and make

sure you highlight the benefits of organisational change.

 Discuss the implementation and possible barriers to change as well as how to

embed changes in the organisation.

 Make some modifications to the plan based on your discussions.

Submit all work as professionally written documents within the timeframe allocated.
Your trainer/assessor will provide your group with feedback.

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