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PSC Change Management Best Practices Guide 30 July FINAL - Doc - Change-Management-Best-Practice-Guide

This document outlines five key factors for successful change management: 1) planning with a clear vision and objectives, 2) defined governance structures, 3) committed leadership, 4) informed stakeholders, and 5) an aligned workforce. It discusses each factor in sections covering relevant principles and best practices. Meeting milestones is not the sole measure of success; rather, supporting an organization's ability to adapt is equally important. While approaches vary, these common success factors apply across organizations seeking to manage change effectively.

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317 views5 pages

PSC Change Management Best Practices Guide 30 July FINAL - Doc - Change-Management-Best-Practice-Guide

This document outlines five key factors for successful change management: 1) planning with a clear vision and objectives, 2) defined governance structures, 3) committed leadership, 4) informed stakeholders, and 5) an aligned workforce. It discusses each factor in sections covering relevant principles and best practices. Meeting milestones is not the sole measure of success; rather, supporting an organization's ability to adapt is equally important. While approaches vary, these common success factors apply across organizations seeking to manage change effectively.

Uploaded by

Meleti Meleti Meletiou
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Change Management Best Practices Guide

Five (5 ) key factors common to success in managing organisational change.


Table of Contents
1. Scope and Purpose 1
2. Change Management 1
2.1 Overview 1
2.2 Why is Managing Change Important? 2
3. Factors Common to Successful Change Management 2
4. Planning 3
4.1 Planning Context 3
4.2 Clear Vision 4
4.3 Document the Case for Change and the Vision 5
4.4 Develop Change Plan and Measures 5
5. Defined Governance 6
5.1 Change Governance 6
5.2 Steering Committee 7
5.3 Change Sponsor 8
5.4 Change Agent 8
5.5 Work Stream Owners 9
6. Committed Leadership 9
6.1 Role 9
6.2 Visible Support - Setting the Example 10
6.3 Continuous Engagement 10
7. Informed Stakeholders 11
7.1 Communication Context 11
7.2 The Purpose of Change Communication 11
7.3 Understanding the Audience - Stakeholder Analysis 12
7.4 Change Communication Fundamentals 13
8. Aligned Workforce 15
8.1 People Impacts 15
8.2 Organisational Needs Assessment 15
8.3 Workforce Development 16
Appendix One 17
References 18
This Change Management Best Practices Guide is designed to give general guidance to
public sector bodies undertaking change. It is not intended to be prescriptive nor
exhaustive. A one-size-fits-all approach to managing change is ineffective, as each
public sector organisation is different, with its own structure, history, culture and needs,
and each change event is different. The characteristics of each change (type, breadth,
size, origin etc.) also influence the way change is planned and effectively managed.
Despite the range of approaches to change management, some common factors for
delivering successful change exist. These factors apply across all large and complex
organisations, whether public or private. This Guide is intended as a tool to disseminate
ideas and best practice guidance on these common change success factors and the
sorts of actions that public sector organisations can undertake to address them. It has
been compiled based on research of change management literature and lessons learnt
from change management projects both in Australia and overseas.

Change can be a time of exciting opportunity for some and a time of loss, disruption or
threat for others. How such responses to change are managed can be the difference
between surviving and thriving in a work or business environment. Change is an inherent
characteristic of any organisation and like it or not, all organisations whether in the public
or private sector must change to remain relevant.

Change can originate from external sources through technological advances, social,
political or economic pressures, or it can come from inside the organisation as a
management response to a range of issues such as changing client needs, costs or a
human resource or a performance issue. It can affect one small area or the entire
organisation. Nevertheless, all change whether from internal or external sources, large or
small, involves adopting new mindsets, processes, policies, practices and behaviour.

Irrespective of the way the change originates, change management is the process of
taking a planned and structured approach to help align an organisation with the change.
In its most simple and effective form, change management involves working with an
organisations stakeholder groups to help them understand what the change means for
them, helping them make and sustain the transition and working to overcome any
challenges involved. From a management perspective it involves the organisational and
behavioural adjustments that need to be made to accommodate and sustain change.
There are numerous models and theories about change management, and it is a topic
subject to more than its fair share of management fads and fashions. Popular
approaches include the linear, step by step methods exemplified by Kurt Lewins1 classic
three-phase model of change -- unfreeze, move or change, and refreeze, John Kotters2
popular 8 step change model, the McKinseys 7-S model3, and the ADKAR model4.
Other approaches such as Rosabeth Moss Kanters5 theories and change theories
based on derivatives of the Kbler-Ross6 model focus on the cultural and people aspects
of change. Each approach has its pros and cons, however no one framework is "best" in
all situations.7 Indeed it is not so much the actual model or theory that is important, but
more that the approach that is taken is relevant to the circumstances. In fact the best
change approaches appear to use and adapt aspects of various models to suit the
culture of the organisation and the context of the change. Fundamentally, the basic goal
of all change management is to secure buy-in to the change, and to align individual
behaviour and skills with the change.

Meeting milestones is not the primary determinant of the success of a change project.
Successful change also involves ensuring employees capacity to adapt to and work
effectively and efficiently in the new environment.
The underlying basis of change management is that peoples capacity to change can be
influenced by how change is presented to them. Their capacity to adapt to change can
shrink if they misunderstand or resist the change, causing barriers and ongoing issues.
The rationale is that if people understand the benefits of change, they are more likely to
participate in the change and see that it is successfully carried out, which in turn means
minimal disruption to the organisation.

While each public sector organisation needs to consider the best way to approach
change based on their particular cultural and stakeholder perspectives, factors common
to successful change management (in both the private and public sector) involve:
developing and documenting the objectives to be achieved by the
change and the means to achieve it.

1
Lewin Kurt, 1951 Field Theory in Social Science Dorwin Cartwright New York, Harper; 1958 Group Decisions and Social Change,
Readings in Social Psychology, New York, Holt Rinehart & Winston
2
Kotter John, 1998 Leading Change: Why Transformation Efforts Fail, Harvard Business Review
3
Developed by Tom Peters, Robert Waterman, Richard Pascale and Anthony Athos for McKinsey & Co.
http://www.12manage.com/methods_7S.html
4
Management research company Prosci first published the ADKAR model in 1998 after researching more than 300 companies
undergoing major change. This model describes five required building blocks for change to be realized successfully.
5
Kanter Rosabeth Moss, 1983 The Change Masters New York Simon & Schuster
6
Kubler-Ross Elizabeth, 1973 On Death and Dying Routledge. The stages of Kubler-Rosss model describe the personal and emotional
states that a person typically encounters when dealing with loss. Derivatives of her model applied in the workplace show that similar
emotional states are encountered as individuals are confronted with change.
7
Andrews Jane, Cameron Helen, Harris Margaret, 2008 All change? Managers experience of organizational change in theory and
practice Journal of Organizational Change Management, Volume: 21 Issue: 3.

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