It is important that the Leadership kicks off this workshop with a short welcome and description of the issue that has to be addressed. The tone you set at the outset will have a huge impact on how well the Change Team works together during the process and on the results they go on to achieve. Essentially this first workshop is all about hearts and minds and involving everyone’s creativity in the change process. It is about bringing the change process to life and really inspiring people. And when the Change Team members are truly inspired it is much easier for them to inspire all the others who will be involved in the changes they go on to drive. At the heart of this workshop is the need to ensure everyone understands the need for change and helps to create a shared and really inspiring vision of just how good things can become. Once the vision is in place you will need to help the team come up with a range of appropriate change priorities. Some quick and easy to achieve and others more ambitious. Your core aim is to help the team create a mix of actions that makes it feel effective from the start. So factoring in some quick wins is vital. Achieving these makes such a difference to the morale, motivation and creativity of the team and ultimately to the success of the whole change. Central to this workshop is the need to identify a range of options for change and to assess their potential impact, to determine the top change priorities and to create an initial Project Plan to present to the Leadership.

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Identifying options
Workshop 1

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Step 1 slide 2
Briefing from the Leadership

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Ground rules Parking lot
3
Ground rules and parking lot

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• To have a shared understanding of how this change
project has come about, and its goals
• To introduce you to how the change process works
• To encapsulate the future state in a concise, compelling
statement and bring this future alive in vivid descriptions
that convey what it will look and feel like to be there;
• To identify any quick wins and longer term opportunities
• Prioritise the opportunities and create an initial project plan
to present to the leadership
4
Objectives

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• Who am I?
• What’s my day to day role?
• One thing that others may not know about me
5
Introductions
(Necessary only when the Change
Team do not know each other)

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Based on what your
Sponsor has set out for
you . . .
The focus of the programme is [ . . . . .
. . . . . . . . . . . . ]
The objectives of the programme are
To [ . . . . . . . . . . . . . . . . . ]
To [ . . . . . . . . . . . . . . . . . ]
To [ . . . . . . . . . . . . . . . . . ]
6
The focus of the change program

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• To represent a wide cross-section of the organisation
• To represent members of the workforce not in the Change Team
• To present their own, and others’ issues and views on the
changes
• To contribute and collaborate on a constructive basis
• To act as the communications’ channel back to the wider
workforce
• To oversee, and where appropriate, be part of the change
themes/projects.
7
The role of the change team

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8
The change journey

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• Complacency
• Failing to create teams with enough power to lead the change
• Underestimating the power of vision
• Failing to communicate the vision
• Allowing obstacles, real or imagined to block the vision
• Failing to create short-term gains
• Declaring victory too soon
• Neglecting to embed the changes in the culture
• Failure to consult
Adapted from John P Kotter, “Leading Change” 1996
9
Why change agendas fail

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A picture of the organisation in
2 years’ time – avoid using
words
10
Visualising the future

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• Vivid descriptions - Bring the future to life by painting
a picture with words that is vibrant, tangible, passionate,
full of conviction – it captures the imagination
• Your vision – a concise, compelling statement of what
the organisation will be. It must be ambitious,
audacious, aspirational, compelling, stimulating – it gets
people going
11
Statement of the vision

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12
Testing the vision
Ambitious Is it bold enough?
Engaging Is it clear enough for people to immediately
get it?
Consistent Is it aligned with our values and mission?
Brief Is it simple and memorable?
Inspiring Is it going to get people to go the extra mile?
Measurable Will it be clear when it has been achieved?

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What’s
working
well?
Leave well
alone
What
could we
do - right
now?
Quick wins
What
could we
do - in the
future?
Options
13
Discovering potential - what’s working well

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Quick wins Description Who will
implement it?
When will it be
implemented?
How will it be
implemented?
Complete this template to take to the Steering Committee
Quick quick wins are:
• Easy to do – no detailed planning required
• Quick to implement
• Cost effective
• Delivers demonstrable benefits
14
Identifying options - quick wins

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DESIRE
High
Low
Weak Strong
15
Options
1.
2.
3.
4.
Prioritising opportunities

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16
Change project:
Vision statement:
Option (1 per form):
Objectives Activities Deliverables Benefits
List the key
objectives;
what you
are seeking
to do
List the
major things
that must be
done to
make it
successful
What will be
delivered as
a result of
the activities
What value
your work is
going to
provide
Step 2 slide 14
Initial project plan

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Vision
Statement
Visualising the
future
Ground rules
and
parking lot
17
Discovering
potential
Prioritising
options
Initial
project plan
Review and reflection