| Process Step |
Description |
Responsible |
| 1. Entry. |
Find needs for change within an organisation. Identify the nature of
the organisation, identify the appropriate decision makers, and formalise
relationships. |
|
| 2. Start-up & Contracting. |
Identify critical success factors and real issues, link into the organisation's
culture and processes, and clarify roles for (any consultant(s) and) employees.
Manage resistance to change within the organisation. A formal or informal
contract will define the change process. |
|
| 3. Assessment & Diagnosis. |
Collect data in order to find the opportunities and problems in the organisation.
Make a diagnosis, in order to recommend appropriate interventions. |
|
| 4. Feedback. |
Everyone who contributed information should have an opportunity to learn
about the findings of the assessment process (provided there is no apparent
breach of anyone's confidentiality.) Provide an opportunity for the organisation's
people to become involved in the change process. Explain how different parts
of the organisation affect each other, Select appropriate change interventions. |
|
| 5. Action Planning. |
Distill recommendations from the assessment and feedback. Consider alternative
actions and focus intervention(s) on activities that have the most leverage
to effect positive change in the organisation. Develop implementation plan
based on the assessment data. This plan is logically organised, results-
oriented, measurable and rewardable. Plan for a participative decision-making
process for the intervention. |
|
| 6. Intervention. |
Carry out the change process. It is important to follow the action plan,
yet remain flexible enough to modify the process as the organisation changes
and as new information emerges. |
|
| 7. Evaluation. |
Assess changes in the performance and efficiency of the people and their
organisation. Verify this success, identify needs for new or continuing
activities, and improve the process itself to help make future interventions
more successful. |
|
| 8. Adoption. |
Implement processes to insure that this remains an ongoing activity within
the organisation, that commitments for action have been obtained, and that
they will be carried out. |
|
| 9. Separation. |
Identify when it is more productive for the client and consultant to
undertake other activities, and when continued consultation is counterproductive.
Plan future contacts to monitor the success of the change and possibly to
plan for future change activities. |
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