This Change Implementation Plan (CIP) documents a comprehensive and structured approach to change management which is critical to the success of the Programme and the significant change it will bring to the organisation.
It identifies the various stakeholders who are impacted by the transformation programme and the extent to which the change will impact on their role and responsibilities and encompasses all the activities which will enable the stakeholders to successfully adopt the new tools & processes introduced by the programme and new ways to work.
The business change management effort described in the document will provide the various stakeholder groups information about the project’s purpose, scope, benefits, timeline and training opportunities as well as how an individuals work environment may change as a result of the Programme.
The Change Implementation Plan recognises and focuses on the difference between cosmetic culture change and the sustainability underlying change that looks outside the existing structures and paradigms.
To do things differently, we must see things differently. When we see things, we haven't noticed before, we can begin to ask questions we didn't know to ask before. The collective thoughts and observations of many can also contribute to breakthrough insights in innovation.
This different thinking is a mental bridge that can help get us from where we are today to what we aspire to achieve in the future. How comfortable we are with thinking differently, and the extent to which we take that difference, often defines the significance of the difference we can make. While incremental improvement is worthy of our attention, truly transformational change demands that we challenge what we do. We must seek to understand the process and impacts at the most discrete and critical levels, and redesign where opportunity is greatest.
1st order change is doing more or less of something we are already doing, it just ‘moves the furniture’ and has a limited, if any, lasting effect. First-order change is always reversible.
First order change may involve some innovation but does not alter the basic mental model of how the organisation thinks and provides an improvement that only enhances the current state.
2nd order change is a qualitative shift that takes place at the level of cause and is transformative in its nature. Doing something significantly or fundamentally different from what the organisation has done before ensures the process is irreversible. Once we begin it will be impossible to return to the way we were doing before.
Second order change results when we think differently. It transforms core processes and provides the linkage between individual change management and organisational change management. It integrates individual change management and organisational change management to ensure continuous improvements after the practical aspects of the programme are delivered.
First order change | Second order change |
---|---|
Adjustments within the existing structure | New way of seeing things |
Doing more or less of something | Shifting gears |
Reversible | Irreversible |
Restoration of balance (homeostasis) | Often begins through the informal system |
Non-transformational | Transformation to something quite different |
New learning is not required | Requires new learning |
Old story can still be told | New story is told |
Once completed, the CIP is not a fixed document. It may evolve and change as the change programme progresses. Whenever the CIP is upated, ensure you complete the Version Control section of the plan. You may also need to communicate the changes to the Plan to the people/teams in the organisation who are affected or impacted by it. Use your discretion as to how and when this is done.
For example:
The way you communicate these changes should be captured and recorded in the Communications Plan contained within the CIP.
Number | First name | Last name | Email address |
---|---|---|---|
1 | Anne | Evans | anne.evans@mail.com |
2 | Bill | Fernandez | bill.fernandez@mail.com |
3 | Candice | Gates | candice.gates@mail.com |
4 | Dave | Hill | dave.hill@mail.com |
Review the CIP template for further information.
The Combined Project & Change Management Implementation Plan (CPIP) document describes a comprehensive and structured approach to manage the project and change initiatives critical to the success of a transformation programme and the significant change it will bring to the organisation.
The CPIP incorporates the activities of the CIP and a traditional Project Implementation Plan (PID). The use of a combined plan relies on strong team work between the project and change manager or a smaller project where a single person performs both roles.
Free On-Line Change Management Methodology that enables individuals and organisations, especially those previously without access to effective change management programmes, to deliver more effective community and country programmes which improve prosperity and save lives.