Useful Change Management Techniques to Handle the 7 Ingredients
Useful Change Management Techniques for handling Ingredient 1 - Laying the foundation
1.140
| No. | Ingredient 1 (Laying the Foundation) |
| 1.1 | What Kind of Organisations do you Work for? |
| 1.2 | Some Symptoms of a Dysfunctional Organisation |
| 1.3 | Some Vital Signs to Check the Organisational Culture's Readiness for Change |
| 1.4 | Assessing Your Transition Readiness |
| 1.5 | Questions for Considering the Challenge of Change |
| 1.6 | Helping to Understand the Change Initiative |
| 1.7 | Supportive Listening |
| 1.8 | Critical Reflection |
| 1.9 | Handling Feedback |
| 1.10 | Dialogue |
| 1.11 | Psychometric testing |
| 1.12 | Your Readiness to Change |
| 1.13 | Exploring Your 9 Intelligences |
| 1.14 | Understanding Oneself |
| 1.15 | Is Your Job a Good Fit? |
| 1.16 | Leadership Questionnaire |
| 1.17 | Some Interesting Questions |
| 1.18 | Optimism vs Pessimism |
| 1.19 | 360 Degree Evaluation |
| 1.20 | Profile of Knowledge |
| 1.21 | A Way to Look at an Organisation's Culture |
| 1.22 | Competing Values Framework |
| 1.23 | How to Describe Your Culture |
| 1.24 | Assumptions to Help Determine Different Cultures or Sub-cultures |
| 1.25 | History Map |
| 1.26 | History Trip |
| 1.27 | Working More Attuned to Systems and Fundamental Causes |
| 1.28 | Discussability of Issues |
| 1.29 | Climbing out of the Muck |
| 1.30 | Understanding the 5 Stages of Skill Acquisition |
| 1.31 | Practising Relevance |
| 1.32 | Strategy as Conversation |
| 1.33 | Your Behaviour (Models 1 and 2) |
| 1.34 | Attitudinal survey |
| 1.35 | Exposing Left-hand Columns |
| 1.36 | Information Chain |
| 1.37 | Process Enneagram |
| 1.38 | Communications |
| 1.39 | Non-verbal Responses (including tone) |
| 1.40 | Negotiations |
| 1.41 | Five Major Events of Your Life |
| 1.42 | Network Mapping |
| 1.43 | Identifying the Desirability of Behaviours |
| 1.44 | Organisational Intelligence Profile |
| 1.45 | Informal Metaphors |
| 1.46 | Appreciative Inquiry (AI) |
| 1.47 | Johari Window |
| 1.48 | Storytelling (Discourse Theory) |
| 1.49 | Relational or Interpersonal Abilities/ Skills |
| 1.50 | Useful Questionnaire/Check List for Handling Transitions |
| 1.51 | Perceptual Positioning |
| 1.52 | Questions on Mindsets |
| 1.53 | Hygiene and Motivators |
| 1.54 | Fierce Conversation |
| 1.55 | Applying the Principles of Transformation (version 1) |
| 1.56 | Applying the Principles of Transformation (version 2) |
| 1.57 | Brain Wiring Test (Gender Indicator) |
| 1.58 | Source of Stress |
| 1.59 | Stress Symptoms |
| 1.60 | Energy Audit |
| 1.61 | Barriers to Trust |
| 1.62 | What's Your Organization's Complexity Quotient? |
| 1.63 | Self Test : Are You A Certified Jerk? |
| 1.64 | Understanding the Grief Cycle |
| 1.65 | Resistance (Response to Change) |
| 1.66 | Causes of Resistance |
| 1.67 | Stages of Resistance to Change |
| 1.68 | Statements That Reveal Resistance (Version 1) |
| 1.69 | Statements That Reveal Resistance (Version 2) |
| 1.70 | Understanding Losses and Endings |
| 1.71 | Some Reasons for Resistance to Change |
| 1.72 | How to Use Resistance to Help Change |
| 1.73 | General Questions About Change |
| 1.74 | PESTLE |
| 1.75 | People Skills |
| 1.76 | Self-awareness |
| 1.77 | Review (Reflection) |
| 1.78 | Grit Determination |
| 1.79 | Self-assessment |
| 1.80 | Reflection |
| 1.81 | Modified DOSPERT Test (risk taking) |
| 1.82 | Word Completion Task |
| 1.83 | Organisational Readiness for Implementing Change (ORIC) |
| 1.84 | Core Beliefs |
| 1.85 | Virtues and Character Strengths |
| 1.86 | Immunity Map (for individuals) |
| 1.87 | Collective Immunity Map (for groups) |
| 1.88 | Overturning-immunity Surveys |
| 1.89 | Overturning Immunity |
| 1.90 | Subject-object Interview |
| 1.91 | Seven Rs |
| 1.92 | Personal Self-assessment (4Ls) |
| 1.93 | Information Chain (conflict management) |
| 1.94 | Information Exchange (conflict management) |
| 1.95 | Turning Points |
| 1.96 | Appreciative Interviews |
| 1.97 | Challenge Activity |
| 1.98 | Deliberate Engagement Principles |
| 1.99 | Energy Audit |
| 1.100 | Seven Questions for Liberating Yourself from Self-imposed Boundaries |
| 1.101 | Practices for Connection |
| 1.102 | Target Assessment |
| 1.103 | Strength-based Profiling |
| 1.104 | Trust |
| 1.105 | Do You Practice Inclusion |
| 1.106 | Elements (7) of Adaptive Culture Assessment |
| 1.107 | Developing Leadership Skills |
| 1.108 | Positive and Negative Affects Schedule (PANAS |
| 1.109 | Cognitive Budget |
| 1.110 | Human Adaptive Process (HAP) |
| 1.111 | Holmes-Rake Life Stress Scale |
| 1.112 | Attitude to Work |
| 1.113 | Cultivating Meaningful Connections |
| 1.114 | Amount of Control (work) |
| 1.115 | Reciprocity (including helpfulness) |
| 1.116 | Frost Multidimensional Perfectionists Scale (FMPS) |
| 1.117 | Adult Dyslexic Test |
| 1.118 | Who Are You? Who am I? |
| 1.119 | A Guide to Working With Me |
| 1.120 | Authenticity |
| 1.121 | Experience Cube (process of sense making) |
| 1.122 | Obreau Tripod |
| 1.123 | Behavioural Economics Checklist |
| 1.124 | Building Emotional Awareness (mindfulness) |
| 1.125 | Resistance Checklist |
| 1.126 | Psychological Safety 1 |
| 1.127 | Psychological Safety 2 |
| 1.128 | Developing Psychological Safety |
| 1.129 | Contributor Safety (introspection questions) |
| 1.130 | Determining Vulnerability (part of psychology safety) |
| 1.131 | Feed-forward Interview |
| 1.132 | Self-assessment |
| 1.133 | What Type of Change Project |
| 1.134 | Developing a Change Management Plan |
| 1.135 | Self-assessment (understanding yourself) |
| 1.136 | Work Place/Life Balance (a self-assessment) |
| 1.137 | Strength of Culture |
| 1.138 | Resistance Checklist |
| 1.139 | Prosci Risk Assessment |
| 1.140 | Some General Questions on Change |
| 1.141 | Mindful Speech (improving communications) |
| 1.142 | Expanding Your Awareness of Non-verbals |
| 1.143 | Energy Levels |
| 1.144 | Energy Management Audit |
| 1.145 | Impact of Culture |
| 1.146 | Change Leadership Questionnaire |
| 1.147 | Leadership Questionnaire |
| 1.148 | Measuring Psychological Safety |
| 1.149 | Maturity Model Audit |
| 1.150 | Source of Information |
| 1.151 | Decoding Emotions by Analysing Body Language (Speech, Body and Face) |
| 1.152 | Happiness Questionnaire (General) |
| 1.153 | Modified Steen Happiness Index (SHI) |
| 1.154 | Happiness |
| 1.155 | Understanding Control |
| 1.156 | Wellness Questionnaire (more good days) |
| 1.157 | Moving Outside Your Comfort Zone |
| 1.158 | Some Questions to Help Evaluate the Change Challenge |
| 1.159 | Change Lean Canvas |
| 1.160 | Mental Health Assessment |
| 1.161 | Emotional Intelligence Test |
| 1.162 | Understanding and Connecting with Your Intuition |
| 1.163 | Measuring Your Efficacy 1 (generalise self-efficacy scale) |
| 1.164 | Measuring Your Efficacy 2 (new general self-efficacy scale) |
| 1.165 | Measuring Efficacy (strength self-efficacy scale) |
| 1.166 | Self- efficacy (self-assessment) |
| 1.167 | Wheel of Life (self-assessment) |
| 1.168 | Anger Management (self-assessment) |
| 1.169 | To Find Your Best Employees |
| 1.170 | Flow State Scale for Occupational Tasks |
| 1.171 | Brief Resilience Scale |
| 1.172 | Proving Effectiveness |
| 1.173 | Personal Change (SACRED) |
| 1.174 | Personal Change |
Useful Change Management Techniques for handling Ingredient 2 - Sense of Urgency
| No. | Ingredient 2 (Sense of Urgency) |
| 2.1 | Linkages in the Public Sector |
| 2.2 | Porter's Competitive Analysis - Modified |
| 2.3 | Simplified Competitive Analysis |
| 2.4 | How Does Your Organisation Best Compete |
| 2.5 | Some Important Questions |
| 2.6 | More Important Questions |
| 2.7 | Essential Questions |
| 2.8 | Evaluate Your Core Businesses/ Activities |
| 2.9 | NAB's Questions |
| 2.10 | More Salient Questions |
| 2.11 | Questions on External (Adaptation and Survival) and Internal Integration |
| 2.12 | Testing your Organisation's Strategy(ies) |
| 2.13 | Stress-Test Your Strategy |
| 2.14 | Diagnosing Your Business |
| 2.15 | Internally driven, Externally Aware |
| 2.16 | SWOT(T) |
| 2.17 | Some Strategy Questions |
| 2.18 | Australian Business Excellence Framework |
| 2.19 | Testing the Quality of Your Strategy |
| 2.20 | Possible Strategies for Being More Valuable to Clients |
| 2.21 | Some "Friendly Skeptic" Questions to Appraise a Strategic Plan |
| 2.22 | Fundamental Traits of Organisational Effectiveness |
| 2.23 | Ten Questions Every Business Owner Must Answer |
| 2.24 | Checking the Diminishing Returns |
| 2.25 | Understanding Discontinuities and Change Differentials |
| 2.26 | Porter's Value Chain |
| 2.27 | Understanding Your Value Chain |
| 2.28 | Checking for Strategic Decay |
| 2.29 | Some Questions for Analysing an Organisation |
| 2.30 | An Organisational Transition Audit |
| 2.31 | General Questions |
| 2.32 | Reviewing Strategic Dimensions |
| 2.33 | Looking at Your Services and Products |
| 2.34 | Looking at the Process |
| 2.35 | Job Design |
| 2.36 | Life Cycle Approach |
| 2.37 | Matching Turbulence - Aggressiveness - Responsiveness |
| 2.38 | Corporate Cultural & Value Audit |
| 2.39 | Responsiveness to Environment |
| 2.40 | Six Cell Balancing Tools |
| 2.41 | Some Questions (Jack Welch) |
| 2.42 | Identify Driving Forces |
| 2.43 | Questions that Executives Need to Answer |
| 2.44 | Balanced Scorecard |
| 2.45 | Strategy Mapping |
| 2.46 | Simplified Stakeholder Analysis |
| 2.47 | Porter's Cluster Chain |
| 2.48 | Process Mapping |
| 2.49 | Some Project Management Techniques |
| 2.50 | Six Sigma |
| 2.51 | Scenario Planning |
| 2.52 | Systems Thinking |
| 2.53 | Best-practice Marketing |
| 2.54 | Product Portfolio Analysis |
| 2.55 | Marketing P's (7P's) |
| 2.56 | Matrix Chart |
| 2.57 | Utopia/Blue Sky (one decade on) |
| 2.58 | Authority/productive matrix |
| 2.59 | Staff Vitality Curve |
| 2.60 | Customer Value Analysis (8 techniques) |
| 2.61 | Customer Relationship Management |
| 2.62 | Marketing Audit (Some Questions) |
| 2.63 | Screening Products & Services for Success |
| 2.64 | Benchmarking |
| 2.65 | Analysing the Way we Work |
| 2.66 | Time Management |
| 2.67 | More on Goal Setting |
| 2.68 | Four Information Gap |
| 2.69 | "ABCD" Model |
| 2.70 | Shared Services |
| 2.71 | Supply Chain Management |
| 2.72 | DICE |
| 2.73 | DO You Need to Re-organise? |
| 2.74 | Corporate Cholesterol Test |
| 2.75 | Eight Key Questions |
| 2.76 | What is Your Risk Profile |
| 2.77 | PESTLE |
| 2.78 | Macro-scanning |
| 2.79 | Big Picture Assessment |
| 2.80 | Location of New Identity |
| 2.81 | Decision-making in Large Organisations |
| 2.82 | Risk Management |
| 2.83 | Growth Staircases |
| 2.84 | Root-cause |
| 2.85 | Five Why's |
| 2.86 | Agile |
| 2.87 | Logic or Issue Trees (see fan concept) |
| 2.88 | Mutually Exclusive, Collectively Exhaustive (MECE) |
| 2.89 | Weighted Factor Analysis |
| 2.90 | Problem Definition Workshop |
| 2.91 | Design Thinking |
| 2.92 | Prioritisation Table/Matrix |
| 2.93 | Cleaving Frames |
| 2.94 | One-day Answers |
| 2.95 | ESG |
| 2.96 | Cyber Threat |
| 2.97 | Modified Cynefin (5Cs) |
| 2.98 | VUCA |
| 2.99 | Landscape Innovation Technique/Map |
| 2.100 | Risk and Uncertainty in Innovation |
| 2.101 | Identify Opportunities |
| 2.102 | Essentialism |
| 2.103 | Five Drivers as Part of Business Acumen |
| 2.104 | Checklist for Handling Cyber Risk |
Useful Change Management Techniques For handling Ingredient 3 - Transitional team
| No. | Ingredient 3 (Transitional Team) |
| 3.1 | Questions for Planning the Transition Focus |
| 3.2 | Assessing Change Management Skills |
| 3.3 | Questionnaire to Determine the Readiness of Staff for Team Development Linked with Change |
| 3.4 | Are Teams the Right Approach? |
| 3.5 | Are Teams the Right Strategy? |
| 3.6 | The Differences Between Groups and Teams |
| 3.7 | Some Questions Around Developing a Team |
| 3.8 | Selecting Teams |
| 3.9 | Four Stages in Team Development |
| 3.10 | High-performing Team Rating Form |
| 3.11 | Empowerment Assessment |
| 3.12 | Team Performance Checklist |
| 3.13 | Your Style as a Manager |
| 3.14 | Team Meeting Guidelines |
| 3.15 | Understanding Your Role in a Team |
| 3.16 | Influencers |
Useful Change Management Techniques For handling Ingredient 4 - Creating Alignment
| No. | Ingredient 4 (Creating Alignment) |
| 4.1 | Questions Around Organisational Relationships |
| 4.2 | Value Statement |
| 4.3 | Values Cards |
| 4.4 | Questions to Help Develop Shared Purpose and Mission Statements |
| 4.5 | More Questions to Develop Purpose and Mission Statement |
| 4.6 | Some Questions for Investigating Motivation |
| 4.7 | Managing Upwards |
| 4.8 | Basic Questions Around Values |
| 4.9 | Valued Living (living in line with one's value) |
Useful Change Management Techniques for handling ingredient 5 - Maximising Connectedness
| No. | Ingredient 5 (Maximising Connectedness) |
| 5.1 | Network Mapping |
| 5.2 | Accountability Matrix |
| 5.3 | Responsibility Grid |
| 5.4 | Eight Issues that Focus Organisational Culture |
| 5.5 | Some Questions on Relationships |
| 5.6 | Understanding Types of Decision-making |
| 5.7 | Rate Your Decision-making Effectiveness |
| 5.8 | Readiness for Performance Appraisal |
| 5.9 | New Assumptions |
| 5.10 | Level of Engagement (1) |
| 5.11 | Level of Engagement (2) |
| 5.12 | Template of 5 Conversations |
| 5.13 | Foundations for Building Authentic Gravitas |
| 5.14 | Dialogo Therapeutic |
| 5.15 | Combining Narrative Practice and Logo Therapy |
| 5.16 | Human Connectedness |
| 5.17 | Making Bold Decisions |
| 5.18 | Decision-making Evaluation |
| 5.19 | Measuring Employee Engagement (Q12) |
| Some Useful Creative Techniques | |
| Background | |
| 6.1 | Creativity and Innovation Check List |
| 6.2 | Eight Characteristics of Highly Innovative Organisations |
| 6.3 | Eleven Misconceptions about Creativity |
| 6.4 | Dimensions to an Innovative Climate |
| 6.5 | Building Perpetually Innovative Organisations |
| 6.6 | Some Questions on Readiness for Innovation |
| 6.7 | Your Record of Innovation |
| 6.8 | Reasons for Innovative Failures |
| 6.9 | Some Questions to Help Identify if Your Idea is Going to Make it |
| 6.10 | Idea Killers - Judgmental Comments |
| 6.11 | Basic Ingredients of Brainstorming |
| 6.12 | Cause-Effect (Fishbone Diagram) |
| 6.13 | Imagineering |
| 6.14 | CoRT |
| 6.15 | Six hats |
| 6.16 | Fan Concept |
| 6.17 | Po |
| 6.18 | Random word |
| 6.19 | Analogy |
| 6.20 | Questioning attitude |
| 6.21 | Odd person in |
| 6.22 | Subtraction |
| 6.23 | Multiplication |
| 6.24 | Division |
| 6.25 | Task Unification |
| 6.26 | Attribute Dependency |
| 6.27 | Determining Potential Function |
| 6.28 | Industry Innovation Analysis |
| 6.29 | How to Choose the Right Innovation Environmental Shift |
| 6.30 | How to Choose the Right Level of Innovation Ambition |
| 6.31 | Three Ways of Engaging with Innovative Tactics |
| 6.32 | Evaluating Innovation |
| 6.33 | Word Banking |
| 6.34 | SCAMPER |
| 6.35 | Reverse Brainstorming |
| 6.36 | Zero Draft |
| 6.37 | Group Sketching |
| 6.38 | Brain Netting |
| 6.39 | Questioning Assumptions |
| 6.40 | Wishing |
| 6.41 | Alter-egos/heroes |
| 6.42 | Force connections |
| 6.43 | Brain-writing |
| 6.44 | Storyboarding |
| 6.45 | Fun Audit |
| 6.46 | Fun Journal |
| 6.47 | Fun Graph |
| 6.48 | Fun Magnets and Factors |
| 6.49 | Fun Squad |
| 6.50 | Developing Divergent Thinking (as part of creativity) |
Useful Change Management Techniques For handling Ingredient 7 - Consolidating Performance Improvements
| No. | Ingredient 7 (Consolidating Performance Improvements) |
| 7.1 | Building Emotional Capital |
| 7.2 | Criteria for Selecting the Best Talent |
| 7.3 | Becoming an Inside-Outside Leader |
| 7.4 | Principles of Mentoring |
| 7.5 | Checklist of Positive Behaviour for Nurturing an Atmosphere of General Mentoring |
| 7.6 | Some Questions to Start Mentoring |
| 7.7 | Some Comments on Developing a Succession Plan |
| 7.8 | Test your Organisation against these Principles |
| 7.9 | A Framework for Linking Cultural and Organisational Transitions |
| 7.10 | Seen From Below |
| 7.11 | Management Style (Zooming Framework) |
| 7.12 | Is Your Job a Good Fit |
| 7.13 | Blake-Moulton Leadership Questionnaire |
| 7.14 | Defining Success |
| 7.15 | Head & Heart Leadership Scale |
| Customer Management | |
| 8.1 | Shift Perspectives (organisation-centric to customer-centric) |
| 8.2 | Determinants of Customer Service |
| 8.3 | Six Rs of Branding |
| 8.4 | 5 Ways to Fail in Being Customer-centric |
| 8.5 | Levels of Customer Connection |
| 8.6 | Classification of Customers |
| 8.7 | Seven Drivers of Authenticity |
| 8.8 | Customer Type |
| 8.9 | Rationales of Loyalty Programs |
| 8.10 | Steps in Growing Customer Loyalty |
| 8.11 | Customer Feedback Checklist |
| 8.12 | Empathy Map |
| 8.13 | What Do Customers Really Want? |
Useful Change Management Techniques For Summarising
| No. | General |
| 9.1 | Improve your Facilitation Skills |
| 9.2 | Mind Mapping or Radiant Thinking |
| 9.3 | Action Plan |
| 9.4 | Responsibility Assignment Matrix (RASCI) |