A Plan for Change

by Chris Edgelow

What constitutes an effective plan for change varies a tremendous amount from organization to organization. In some cases, there are beautifully bound strategic plans and project plans that fill several three ring binders carried around exclusively by members of the project team. In other cases, nothing tangible actually exists. The plan is simply the result of informal meetings, notes on flip charts and the expectation is everyone will keep track of things in their heads. Both of these situations are painfully inadequate when it comes to providing an effective plan for change.

One of the questions I’m often asked is, “What plan are you talking about here, the strategic plan, the project/change plan, or the transition plan?” The last thing I want organizations to do when they are trying to change is create a number of different plans. The idea is to keep things simple, not make them more complex.

A plan for change should incorporate three essential components for making change work:

3 Essential Components for Making Change Work

1. Strategic rationale behind the change.
2. Details regarding the change.
3. Ways to help everyone through the transition the change is creating.

So, what does that entail? Let’s look at it in the form of a simple checklist. As you read down this list, think about the current major change your organization is going through. How many of the below attributes of an effective plan for change does your organization have in place?

7 Attributes of an Effective Plan for Change

1. An actual, tangible plan exists.
2. The strategic imperative for change is simply and truthfully explained very early in the plan. It outlines why change is essential, what is at stake if the change is unsuccessful, and as much information regarding where this change will lead.
3. The plan clearly outlines how all the changes relate to each other in order to make the new strategic direction take shape.
4. A clear framework provides the overall timeline, key responsibilities, budget implications etc., with all the negotiable and non-negotiable decisions spelled out.
5. Sufficient flexibility exists for all the departments, teams and individuals to breathe life into the plan by putting their ideas and input into making the change work in their specific part of the organization.
6. Actions and suggestions focused on helping everyone through the 3 phases of transition – separation, in between and integration – are incorporated.
7. Updates and progress reports are developed and shared regularly so everyone understands what is happening as things move along.

If you can say your organization has all seven attributes of an effective plan for change in place, you and your organization are doing a great job of leading complex change.

If you didn’t fare as well as you might like, consider our next Guiding Organizational Change Professional Qualification program. I can help you learn how to craft and implement an effective plan for change. To register or for more information, contact us toll free 1.888.944.1182.

Chris Edgelow
chris@sundance.ca
1.888.944.1182
Copyright 2008