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 below questions that are in 7 sections/ingredients (include any comments you want to make to help explain your answer). You can answer all or some questions that are relevant to you.

Use this checklist as a self-assessment or you can email the completed checklist to us so that we can guide you to the most suitable parts of the app (knowledge base). Our email contact detail is This email address is being protected from spambots. You need JavaScript enabled to view it.

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Check list (questions)

No Questions

Answer*i

Comments*ii

   

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)

       

1.2

Are you selectively building on the past (not burying it)?

(keep doing only what is going to constructively handle the future)

       

1.3

Have you laid the groundwork for emotional buy in/ownership from staff for the change?

(staff on-side with both “hearts & minds”)

       

1.4

Have you encouraged correct behaviours & discouraged inappropriate behaviours?

(choose behaviours that are going to help achieve the identified future direction)

       

1.5

Does staff know what the objectives/goals/aims, etc of the change are?

(clearly communicate what you are planning to achieve)

       

1.6

By their words & actions, do Board & senior management members consistently support the change process?

(Chairman, Board members, CEO, GM, CFO, COO, HRM, CIO, etc “walking the talk”)

       

1.7

Do you have a sponsor for the change?

(name the senior manager/s who is/are actively sponsoring)

       

1.8

Is there much resistance? (staff have greater concern about losses than gains; staff responses like “flight, fight or freeze”; staffs’ deeds not supporting the new direction)

       
No Questions

Answer*i

Comments*ii

   

YES

MAYBE

NO

 
 

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)

       

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)

       

2.3

Do you understand your present & potential crises, challenges, threats & opportunities?

(your strengths, weaknesses, opportunities & threats)

       

2.5

Do you understand that continuing with business as usual is not the best option?

(explore a range of alternatives to what you are doing now)

       
 

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)

       

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, etc supporters who are in the coalition)

       

3.3

Do members of this coalition understand how to work as a team?

(rewards/recognition system, responsibilities, accountabilities, attitudes, shared objective(s), etc)

       
 

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)

       

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, how it will be done & when it will be completed)

       

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)

       
No Questions

Answer*i

Comments*ii

   

YES

MAYBE

NO

 
 

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)

       

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)

       

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)

       
 

Ingredient 6 – Creating short-term wins

       

6.1

Are you regularly planning, creating, achieving & celebrating visible performance improvements?

(establish key milestones, Balanced Scorecard matrix, KRAs, KPIs, etc)

       

6.2

Are you visibly recognising & rewarding employees who formulate & implement short-term wins &/or performance improvements?

(financial & non-financial rewards at public ceremonies, newsletters, etc)

       
 

Ingredient 7 – Consolidating performance improvements

       

7.1

Are you anchoring the culture of change by consolidating improvements & new behaviours?

(succession planning, recruitment (internal & external), staff selection, executive coaching/ mentoring, etc)

       

7.2

Are you rewarding & promoting staff who support the change & perform well?

(succession planning, staff selection, financial & non-financial rewards, etc)

       

7.3

Are you providing executive coaching for staff who support the change & perform well?

(internal and external coaches)

       

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)

       

Notes

  1. i) Optional comments about your answers
  2. ii) Tick the appropriate box

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