Checklist for Organisational Change

Introduction

this checklist can be used for all aspects of organisational change (planning, establishing, developing, implementing, checking progress, auditing performance, reviewing, monitoring & evaluating, etc).

Please answer the questions below which address the 7 sections/ingredients (including any comments you want to make to help explain your answer). Only answer questions that are relevant to you.

Use this checklist as a self-assessment tool or you can e-mail the completed checklist to us so that we can guide you to the most suitable parts of the knowledge base, ie http://www.billsynnotandassociates.com.au/knowledge-base/search-for-answers.html

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Check list (questions)

 
Questions
Answer*i
    YES MAYBE NO
  Ingredient 1 – Laying the foundations for new ways (handling “endings” & “beginnings”      

1.1

Have you created an ending of the old ways? (discarding things of the past like old manuals, out-dated rules & regulations, unsuitable behaviours, old systems, etc)      
  Your optional comments*ii...
1.2

Are you selectively building on the past (not burying it)? (keep doing only what is going to constructively help handle the future)

     
  Your optional comments*ii...
1.3

Have you laid the groundwork for staff ownership of the change? (staff need to feel as it is their change process, rather than belonging to only other stakeholders like senior management and/or consultants)

     
  Your optional comments*ii...
1.4

Do you encourage correct behaviours & discourage inappropriate behaviours? (choose behaviours that are going to help achieve the identified future direction and discourage other behaviours)

     
  Your optional comments*ii...
1.5

Does staff know what the objectives/goals/aims, etc of the change are? (clearly communicate what you are planning to achieve)

     
  Your optional comments*ii...
1.6

By their words & actions, do Board & senior management members consistently and actively support the change process? (Chairman, Board members, CEO, GM, CFO, COO, HRM, CIO, etc “walking the talk”)

     
  Your optional comments*ii...
1.7

Do you have sponsor(s) for the change? (name the senior manager/s who is/are actively sponsoring)

     
  Your optional comments*ii...
1.8 Is there much resistance? (staff have greater concern about losses than gains; staff responses are like 'flight, fright, fight or freeze'; staffs' deeds not supporting the new direction)      
  Your optional comments*ii...
1.9 Are staff psychologically ready for the change? (understanding the emotional status, ie their feelings, of the staff who are going to be impacted by the change)      
  Your optional comments*ii...
1.10 Are the staff's rational ( brain), emotional ( heart) and intuition (gut) components aligned with the organisational change direction? (These 3 need to be aligned with the organisational direction for change to be effective)      
  Your optional comments*ii...
1.11 Do staff have access to, and understanding of, the most suitable frameworks and techniques to help implement the change? (choosing the most suitable framework and supporting implementation techniques requires a deep understanding of the current organisational status and its future direction; remember as change is very situational and contextual there is no guarantee of what worked in the past and/or elsewhere, will be effective in the future)      
  Your optional comments*ii...
1.12 Do key stakeholders have ownership of the change process and expected outcomes?
(encourage key stakeholders to achieve 'buy-in' by actively co-creating, co-designing, participating, collaborating, etc in the change process)
     
  Your optional comments*ii...
  Ingredient 2 – Establishing a sense of urgency      
2.1

Do you understand the “big picture” issues that could impact on your industry & organisation? (technology, politics, economics, sociology, demography, legal, environment, competition, etc)

     
  Your optional comments*ii...
2.2

Have you examined your market position, value proposition & competitive realities? (your market share & its trend, understand your strengths/core competencies/competitive advantages & key products & services – current and potential)

     
  Your optional comments*ii...
2.3

Do you understand your present & potential crises, challenges, threats & opportunities? (your strengths, weaknesses, opportunities & threats)

     
  Your optional comments*ii...
2.4

Do you understand that continuing with business as usual is not necessarily the best option? (explore a range of alternatives to what you are doing now)

     
  Your optional comments*ii...
  Ingredient 3 – Forming a transitional team      
3.1

Do you have a group of people supportive of the change who can form a powerful guiding coalition to lead the change process? (need 5+% of key staff supporting the change process)

     
  Your optional comments*ii...
3.2 Is this coalition representative of the “opinion makers” in the organisation? (name the informal leaders, enablers, movers & shakers, people of influence, change agents, staff with credibility, supporters, etc who need to be part of this team for it to be effective)      
  Your optional comments*ii...
3.3

Do members of this coalition understand how to work as a team? (developrewards/recognition system to recognise team performance; members understand their responsibilities, accountabilities, attitudes, shared objective(s), etc of the team)

     
  Your optional comments*ii...
  Ingredient 4 – Creating alignment      
4.1

Have you developed & communicated a shared vision/focus/purpose to direct the change process? (what is the vision & is it shared at the lowest levels in the organisation, etc)

     
  Your optional comments*ii...
4.2 Have strategies (including action plans) been developed & initiated for achieving shared vision/ focus/purpose for the change? (identify what has to be done & prioritise this list, reasons for doing it, how to do it, who to do it, h ow it will be done & w hen it will be completed)      
  Your optional comments*ii...
4.3

Do all levels of the organisation, especially senior, model new behaviours which reflect the new direction? (categorise, communicate & re-enforce to all staff the desirable behaviours required to support the new direction, like delegation, empowerment, collaboration, creativity, innovation, etc)

     
  Your optional comments*ii...
  Ingredient 5 – Maximising connectedness (engagement, empowerment, participation, etc)      
5.1

Are the transitional team & change supporters building on the web of connections, ie relationships? (identify important relationships of key staff with each other & the rest of the organisation)

     
  Your optional comments*ii...
5.2

Are obstacles, blockers, processes, systems, etc that conflict with the change being removed? (identify & remove staff, systems, processes, etc that inhibit/compromise the new direction)

     
  Your optional comments*ii...
5.3

Are risk-taking, non-traditional ideas, innovation & creativity being encouraged in activities & actions in the organisation, especially around the change process? (encourage staff to explore & evaluate alternative ways for improvements)

     
  Your optional comments*ii...
5.4 Do you treat mistakes and/or failures as learning experiences?
(they should be used to help staff grow and develop; they are an important part of experimentation, creativity and innovation; don't hide them or blame others; don't punish people for them)
     
  Your optional comments*ii...
  Ingredient 6 – Creating short-term wins      
6.1

Are you regularly planning, creating, achieving & celebrating visible performance improvements? (establish and celebrate achieving key milestones, Balanced Scorecard matrix, KRAs, KPIs, etc)

     
  Your optional comments*ii...
6.2

Are you visibly recognising & rewarding employees who formulate & implement short-term wins &/or performance improvements? (financial & non-financial rewards/recognitions, etc at public ceremonies, newsletters, etc)

     
  Your optional comments*ii...
6.3

Are short-term wins aligned with change objectives?
(all short-term inputs must be aligned to help to achieve the medium- and long-term change objectives

     
  Your optional comments*ii...
  Ingredient 7 – Consolidating performance improvements      
7.1

Are you anchoring the culture of change by consolidating improvements & new behaviours? (ensure that activities like succession planning, recruitment (internal & external), staff selection, executive coaching/mentoring, etc are supporting the new direction)

     
  Your optional comments*ii...
7.2

Are you rewarding & promoting staff who support the change & perform well? (ensure that activities like succession planning, staff selection, financial & non-financial rewards, etc are supporting the new direction)

     
  Your optional comments*ii...
7.3

Are you providing suitable career development opportunities and training, like executive coaching, for staff who support the change & perform well? (providing internal and external coaches, suitable career training and opportunities, etc)

     
  Your optional comments*ii...
7.4

Is the change momentum being sustained by projects, themes, activities, processes, attitudes & behaviours? (encourage all activities within the organisation which support the new direction, etc)

     
  Your optional comments*ii...
         

Notes

i) Tick the appropriate box
ii) Optional comments about your answer

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