i need assist with dynamic discussion Changing Individuals.docx

(Mt) – i need assist with dynamic discussion Changing Individuals
Chapter 8: Becoming a Master Change Agent Chapter Overview • Change agents are key to
the entire change process • Change success is a function of the person, a vision, and the
situation • The chapter describes traits and competencies that contribute to change agent
effectiveness • Experience plays a big role in skill development • Four change agent types
are described: the Emotional Champion, the Intuitive Adapter, the Developmental Strategist,
and the Continuous Improver • Internal and external change agents and change teams are
discussed Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th
ed.. © 2020 SAGE Pub. 2 The Change Path Model Awakening Chapter 4 Mobilization Chapter
5 through 8 Becoming a Master Change Agent • Factors influencing change agent success •
Change leader characteristics • Change leader development • Types of change leaders •
External change agents • Effective change teams Acceleration Chapter 9 Institutionalization
Chapter 10 Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit,
4th ed.. © 2020 SAGE Pub. 3 Being a Change Agent Being a Change Agent Person Vision
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. ©
2020 SAGE Pub. Situatio n 4 The Change Agent Role— Is It Worth the Risk? • Being a change
agent can be professionally hazardous • It can also prove energizing, exciting, educational,
and enriching • You are likely to improve your understanding of the organization, develop
special skills, and increase your network of contacts and visibility • Failure experiences,
though painful, are seldom terminal—change agents tend to be resilient Deszca, Ingols &
Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 5
Endothermic and Exothermic Change • Exothermic Change • More energy is liberated than
is consumed, by the actions undertaken to promote change • Endothermic Change • The
change program consumes more energy than it generates Deszca, Ingols & Cawsey,
Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 6 The
Interaction of Vision and Situation with Who You Are Later in this chapter, we explore
behaviors and attributes common to change agents. Here we ask you to consider why,
where, and when you might become more of a change agent. 1. What purposes do you
consider vital? What visions do you follow for which you would make significant personal
sacrifices? 1. What would be a vision that could catapult you into persistent, committed, and
even sacrificial (by normal standards) action? 1. How does the situation you find yourself in
affect your desire to become a change agent? Deszca, Ingols & Cawsey, Organizational
Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 7 Essential Change Agent
Characteristics • Commitment to improvement • Communication and interpersonal skills •

Determination • Eyes on the prize and flexibility • Experience and networks • Intelligence
2020 SAGE Pub. 8 Attributes of Change Leaders Inspiring vision 92* Entrepreneurship 87
Integrity and honesty 76 Learning from others 72 Openness to new ideas 66 Risk-taking 56
Adaptability and flexibility 49 Creativity 42 Experimentation 38 Using power 29 * % of
respondents who identified the attribute. Deszca, Ingols & Cawsey, Organizational Change:
An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 9 Attributes of Change Managers
Empowering others 88 Team building 82 Learning from others 79 Adaptability and
flexibility 69 Openness to new ideas 64 Managing resistance 58 Conflict resolution 53
Networking 52 Knowledge of the business 37 Problem solving 29 Deszca, Ingols & Cawsey,
Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 10 Another
Way to Think of Change Agent Actions Consider their use of: • Framing behaviors •
Capacity-creating behaviors • Shaping behaviors Deszca, Ingols & Cawsey, Organizational
Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 11 Toolkit Exercise 8.2—
Attributes of Change Leaders from Caldwell LOW 1 2 3 4 5 6 7 1. Inspiring Vision 1 2 3 4 5 6
7 2. Entrepreneurship 1 2 3 4 5 6 7 3. Integrity and Honesty 1 2 3 4 5 6 7 4. Learning from
Others 1 2 3 4 5 6 7 5. Openness to New Ideas 1 2 3 4 5 6 7 6. Risk-Taking 1 2 3 4 5 6 7 7.
Adaptability and Flexibility 1 2 3 4 5 6 7 8. Creativity 1 2 3 4 5 6 7 9. Experimentation 1 2 3
4 5 6 7 10. Using Power 1 2 3 4 5 6 7 Deszca, Ingols & Cawsey, Organizational Change: An
Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. HIGH 12 Toolkit Exercise 8.2—
Attributes of Change Managers from Caldwell LOW 1 2 3 4 5 6 7 1. Empowering Others 1 2 3
4 5 6 7 2. Team Building 1 2 3 4 5 6 7 3. Learning from Others 1 2 3 4 5 6 7 4. Adaptability
and Flexibility 1 2 3 4 5 6 7 5. Openness to New Ideas 1 2 3 4 5 6 7 6. Conflict Resolution 1 2
3 4 5 6 7 7. Adaptability and Flexibility 1 2 3 4 5 6 7 8. Networking Skills 1 2 3 4 5 6 7 9.
Knowledge of the Business 1 2 3 4 5 6 7 10. Problem Solving 1 2 3 4 5 6 7 Deszca, Ingols &
Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
HIGH 13 Toolkit Exercise 8.2—Change Agent Attributes Suggested by Others LOW 1 2 3 4 5
6 7 1. Interpersonal Skills 1 2 3 4 5 6 7 2. Communication Skills 1 2 3 4 5 6 7 3. Emotional
Resilience 1 2 3 4 5 6 7 4. Tolerance for Ambiguity 1 2 3 4 5 6 7 5. Tolerance for Ethical
Conflict 1 2 3 4 5 6 7 6. Political Skill 1 2 3 4 5 6 7 7. Persistence 1 2 3 4 5 6 7 8.
Determination 1 2 3 4 5 6 7 9. Pragmatism 1 2 3 4 5 6 7 10. Dissatisfaction with the Status
Quo 1 2 3 4 5 6 7 11. Openness to Information 1 2 3 4 5 6 7 12. Flexibility and Adaptability 1
2 3 4 5 6 7 13. Capacity to Build Trust 1 2 3 4 5 6 7 14. Intelligence 1 2 3 4 5 6 7 Deszca,
Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE
Pub. HIGH 14 Toolkit Exercise 8.2—How Did You Rate Yourself? 1. How would you assess
yourself on the scales that proceed? What areas of development are suggested? 1. Are you
more likely to be comfortable in a change leadership role at this time, or does the role of
change manager or implementer seem more suited to who you are? 1. Ask a mentor or
friend to provide you feedback on the same dimensions. Does the feedback confirm your
self-assessment? If not, why not? Deszca, Ingols & Cawsey, Organizational Change: An
Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 15 Developing Yourself as a Change
Agent • Formal study helps develop the awareness and skills of change agents, but
experience is invaluable • You are your own best teacher—learn by doing • Accept

responsibility and blame no one • True understanding comes from reflection on your
experience • Reflection and Appreciative Inquiry are powerful developmental tools for both
yourself and those you are working with Deszca, Ingols & Cawsey, Organizational Change:
An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 16 Miller’s Stages of Change Beliefs
Stage 1: Beliefs: People will change once they understand the logic of the change. People can
be told to change. As a result, clear communication is key. Underlying is the assumption that
people are rational and will follow their self-interest once it is revealed to them. Alternately,
power and sanctions will ensure compliance. Deszca, Ingols & Cawsey, Organizational
Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 17 Miller’s Stages of Change
Beliefs (cont.) Stage 2: Beliefs: People change through powerful communication and
symbolism. Change planning will include the use of symbols and group meetings.
Underlying is the assumption that people will change if they are “sold” on the beliefs. Again,
failing this, the organization can use power and/or sanctions. Deszca, Ingols & Cawsey,
Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 18 Miller’s
Stages of Change Beliefs (cont.) Stage 3: Beliefs: People may not be willing or able or ready
to change. As a result, change leaders will enlist specialists to design a change plan and the
leaders will work at change but resist changing themselves. Underlying is the assumption
that the ideal state is where people will become committed to change. Otherwise, power
and sanctions must be used. Deszca, Ingols & Cawsey, Organizational Change: An Action-
Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 19 Miller’s Stages of Change Beliefs (cont.)
Stage 4: Beliefs: People have a limited capacity to absorb change and may not be as willing,
able, or ready to change as you wish. Thinking through how to change the people is central
to the implementation of change. Underlying is the assumption that commitment for change
must be built and that power or sanctions have major limitations in achieving change and
building organizational capacity. Deszca, Ingols & Cawsey, Organizational Change: An
Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 20 Toolkit Exercise 8.3—Your
Development as a Change Agent 1. Think of a situation where someone’s viewpoint was
quite different from yours. What were your assumptions about that person? 1. Did you ask
yourself, why would they hold the position they have? Are you at Miller’s stage one, two,
three, or four? 1. Are you able to put yourself into the shoes of the resister? 1. What are the
implications of your self-assessment with respect to what you need to do to develop
yourself as a change agent? Deszca, Ingols & Cawsey, Organizational Change: An Action-
Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 21 Change Agent Types Strategic Change
Emotional Champion Developmental Strategist Analysis Push Vision Pull Intuitive Adapter
Continuous Improver Incremental Change Deszca, Ingols & Cawsey, Organizational Change:
An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 22 Change Agent Types (cont.) •
Emotional Champion • Has a clear and powerful vision of what the organization needs and
uses that vision to capture the hearts and motivations of organization members • Intuitive
Adapter • Has the clear vision for the organization and uses that vision to reinforce a culture
of learning and adaptation • Developmental Strategist • Applies rational analysis to
understanding the competitive logic of the organization and how it no longer fits the
organization’s existing strategy and the environment. Seeks to alter structures and
processes and shifts the organization to the new alignment • Continuous Improver •

Analyzes micro-environments and seeks changes such as re-engineering to systems and
processes looking for smaller gains instead of giant leaps Deszca, Ingols & Cawsey,
Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 23 Are You
an Adaptor or Innovator? • Are your preferences more aligned with those of an Adaptor? •
These individuals are more conservative in their approach and more oriented toward
incremental change • Are your preferences more in line with those of an Innovator? • These
risk-takers prefer more radical or transformational change Deszca, Ingols & Cawsey,
Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 24 Toolkit
Exercise 8.4—What Is Your Change Agent Preference? 1. How comfortable are you with risk
and ambiguity? Do you seek order and stability or change and uncertainty? 1. How intuitive
are you? Do you use feelings and emotion to influence others? Or are you logical and
systematic, persuading through facts and arguments? 1. Given your responses to the above,
how would you classify yourself? Are you: ❑An emotional champion? ❑An intuitive
adapter? ❑A developmental strategist? ❑A continuous improver? 1. How flexible or
adaptive with the approaches you use? Deszca, Ingols & Cawsey, Organizational Change: An
Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 25 The Inside Change Agent Roles • The
Catalyst overcomes inertia and focuses the organization. • The Solution Giver knows how to
solve the problem. • The Process Helper facilitates the “how to” of change playing the role of
third-party intervener. • The Resource Linker brings people and resources together to solve
problems. Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th
ed.. © 2020 SAGE Pub. 26 Benefits of Using External Change Agents / Consultants • Provide
subject-matter expertise • Bring fresh perspectives • Provide independent, trustworthy
support • Provide third-party expertise to help facilitate discussions and manage the
process • Extra assistance when talent is in short supply and/or time is of the essence
2020 SAGE Pub. 27 Selecting a Consultant • Ensure you have a clear understanding of what
you want from the consultant • Talk with multiple (up to 5) consultants and/or consulting
organizations • Issue a request for proposal (RFP) • Make your decision and communicate
expectations Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit,
4th ed.. © 2020 SAGE Pub. 28 Characteristics of a Good Change Team Member 1.
Knowledgeable about the business and enthusiastic about the change 1. Possesses excellent
communications skills, willing to listen, and share 1. Totally committed to the project, the
process, and the results 1. Able to remain open-minded and visionary 1. Respected within
the organization as an apolitical catalyst for strategic change Deszca, Ingols & Cawsey,
Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 29
Developing a Change Team 1. Clear, engaging direction 2. A real team task 3. Rewards for
team excellence 4. Availability of basic material resources to do the job, including the
abilities of individual team members 5. Authority vested in the team to manage the work 6.
Team goals 7. The development of team norms that promote strategic thinking 8. Careful
consideration of the personalities and skills of team members, when designing the team 9.
Selection of dedicated individuals willing to give it their “all” Deszca, Ingols & Cawsey,
Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 30 Design
Rules for Top Change Teams 1. Keep it small—10 or fewer members 2. Meet at least bi-

weekly and require full attendance ⮚Meeting less often breaks rhythm of cooperation and
coordination ⮚Frequency is more important than how you meet (e.g., virtual vs. face-to-
face) 3. Everything is your business—no team-related information is off-limits to other
team members 4. Each of you is accountable for your business 5. No secrets and no
surprises within the team 6. Straight talk, modeled by the leader 7. Fast decisions, modeled
by the leader 8. Everyone rewarded partly on the total results Deszca, Ingols & Cawsey,
Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 31 Creating
Structures for Team Projects Consider a change challenge you are familiar with 1. To create
needed structures when forming a change team, consider how you would manage
discussions about and gain agreement on the following topics: a) Tasks to be completed b)
Authority—scope of decision-making responsibilities c) Roles d) Boundaries 1. How would
you use these to help manage the team as you move forward? Deszca, Ingols & Cawsey,
Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 32 Toolkit
Exercise 8.5—Your Skills as a Change Team Member 1. Think of a time when you
participated in a team. How well did the team perform? 1. Review the characteristics listed
by Prosci in Exercise 8.5, Qn 2. Did the team members exhibit the listed characteristics? Did
you? 1. What personal focus do you have? Do you tend to concentrate on getting the job
done—a task focus? Or do you worry about bringing people along—a process focus? 1. How
could you improve your skills in this area? Deszca, Ingols & Cawsey, Organizational Change:
An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 33 FedEx’s Change Team Checklist 1.
Ensure that everybody who has a contribution to make is fully involved, and those who will
have to make any change are identified and included. 1. Convince people that their
involvement is serious and not a management ploy, all ideas from management are
presented as “rough ideas.” 1. Ensure commitment to making any change work, the team
members identify and develop “what is in it for them” when they move to make the idea
work. 1. Increase the success rate for new ideas, potential, and actual problems that have to
be solved are identified in a problem-solving, not blame-fixing culture. Deszca, Ingols &
FedEx’s Change Team Checklist (cont.) 5. Deliver the best solutions, problem-solving teams
selfselect to find answers to the barriers to successful implementation. 5. Maintain
momentum and enthusiasm, the remainder of the team continue to work on refining the
basic idea. 5. Present problem solutions, improve where necessary, approve, and implement
immediately. 5. Refine idea, agree upon it, and plan the implementation process. Deszca,
Pub. 35 Roles for Middle Management • Linking—with Above, Bottom, Others • Offering
advice/help—as a Top, Bottom, a Link • Influence Up • Championing Strategic Alternatives •
Synthesizing Information • Influence Down • Facilitating Adaptability • Implementing
Strategy Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th
ed.. © 2020 SAGE Pub. 36 Advice to Those in “The Middle” ❖Be the top when you can and
take responsibility for being top ❖Be the bottom when you should. Don’t let problems just
flow through you to the subordinates ❖Be the coach to help others solve their problems so
they don’t become yours ❖Facilitate rather than “carry messages” when you are between
parties in conflict ❖Integrate with one another, so that you develop a strong peer group you

can turn to for advice and support Deszca, Ingols & Cawsey, Organizational Change: An
Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 37 Rules of Thumb for Change Agents 1.
Stay alive—no self-sacrifice 2. Start where the system is—diagnose and understand 3. Work
uphill 4. Don’t over-organize 5. Don’t argue if you can’t win—win/lose strategies deepen
conflict and should be avoided 6. Load experiments for success 7. Light many fires—don’t
work in just one subsystem. Understand patterns of interdependency Deszca, Ingols &
Rules of Thumb for Change Agents (cont.) 8. Just enough is good enough—don’t wait for
perfection 9. You can’t make a difference without doing things differently 10. Reflect on
experiences 11. Want to change 12. Think fast and act fast 13. Create a coalition—lone
rangers are easily dismissed Deszca, Ingols & Cawsey, Organizational Change: An Action-
Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 39 Rules of Thumb for Change Agents (cont.)
…and remember: ⮚Keep your optimistic bias ⮚Be patient ⮚Be ready to seize the moment!
2020 SAGE Pub. 40 Summary • Change management is an essential part of the role of those
who want to manage and lead • Becoming a change agent is a function of who you are + the
situation + the vision • Change managers and change leaders are differentiated and the
stages of development outlined • Four types of change leaders are described: the Emotional
Champion, the Intuitive Adapter, the Continuous Improver, and the Developmental
Strategist • The use of external change consultants and change teams are discussed. Rules of
thumb for change agents are reviewed Deszca, Ingols & Cawsey, Organizational Change: An
Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 41 Chapter 9: Action Planning and
Implementation Chapter Overview • Change leaders have a “do it” attitude. Without action,
nothing happens • Action planning involves planning the work and working the plan.
“Right” decisions = approximately right, as you gain feedback and learn as you go • Action
planning sorts out who does what, when, and how and tracks progress to promote learning
and adaptation • Tools to help you manage the process are discussed • Successful change
agents effectively engage others in the journey, develop detailed communication plans and
the transition Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit,
4th ed.. © 2020 SAGE Pub. 43 The Change Path Model Awakening Chapter 4 • Mobilization
Chapters 5 through 8 • • • Implementation planning that engages and empowers others
Action planning tools Communications planning Managing the transition and after-action
review Acceleration Chapter 9 Institutionalization Chapter 10 Deszca, Ingols & Cawsey,
Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 44 3
Approaches to Decision Making and Action Taking • Thinking First • when the issue is clear
and the context structured • Seeing First • when many elements have to be combined into
creative solutions, commitment is key and communication across boundaries is essential.
People need to see the whole before becoming committed. • Doing First • when situation is
novel and confusing, complicated specifications would get in the way and a few simple rules
can help people move forward Deszca, Ingols & Cawsey, Organizational Change: An Action-
Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 45 3 Generic Change Strategies Change Type
Programmatic Change Discontinuous Change Emergent Change Characteristic
Implementation Pitfalls Missions, plans, objectives Training, timelines, steering committees

Lack of focus on behavior, one solution for all, inflexible solutions Initiated from top, clear
break, reorientation Decrees, structural change, concurrent implementation Political
coalitions derail change, weak controls, stress from the loss of people Ambiguous,
incremental and challenging Use of metaphors, experimentation, and risk taking Confusion
over direction, uncertainty, and possible slow results Deszca, Ingols & Cawsey,
Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 46 Working
Your Plan • Mobilize commitment to change through joint diagnosis of business problems •
Develop a shared vision of how to organize and manage for competitiveness • Foster
consensus for the new vision, competence to enact it, and cohesion to move it along •
Spread revitalization to all departments without pushing it from the top • Institutionalize
revitalization through formal policies, systems, and structures • Monitor and adjust
strategies in response to problems in the revitalization process Deszca, Ingols & Cawsey,
Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 47 Working
Your Plan 1. Think of a change situation you are familiar with. Return to Table 9.1 and
consider whether it is a: a) Programmatic change b) Discontinuous change c) Emergent
change 2. How well was it handled? Was the appropriate approach or should it have been
handled differently? Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented
Toolkit, 4th ed.. © 2020 SAGE Pub. 48 Steps to Effective Change—Beer et al.’s Six Steps 1. 1.
1. 1. 1. 1. Mobilize commitment through joint diagnosis Develop a shared vision Foster
consensus for the new vision, competence to enact it, and cohesion to move it along Spread
revitalization to all departments without pushing it from the top Institutionalize
revitalization through formal policies, systems, and structures Monitor and adjust strategies
as you go Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th
ed.. © 2020 SAGE Pub. 49 Jick’s Ten Commandments 1. Analyze the organization and its
need for change 2. Create a vision and a common direction 3. Separate from the past 4.
Create a sense of urgency 5. Support a strong leader role 6. Line up political sponsorship 7.
Craft an implementation plan 8. Develop enabling structures 9. Communicate, involve
people, and be honest 10. Reinforce and institutionalize change Deszca, Ingols & Cawsey,
Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 50 Kotter’s
Eight-Stage Process 1. Establish a sense of urgency 1. Create a guiding coalition 1. Develop a
vision and strategy 1. Empower broad-based action 1. Communicate the change vision 1.
Generate short-term wins 1. Consolidate gains and produce more change 1. Anchor new
approaches in the culture Deszca, Ingols & Cawsey, Organizational Change: An Action-
Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 51 Lueck’s Seven Steps for Change • Identify
the leadership • Focus on results, not activities • Start change at the periphery, then let it
spread to other units, pushing it from the top • Institutionalize success through formal
policies, systems, and structures • Monitor and adjust strategies in response to problems in
the change process Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented
Toolkit, 4th ed.. © 2020 SAGE Pub. 52 “No Plan Survives First Contact” • While it is critical
to plan and anticipate, planning is a means not an end. • Don’t ignore vital emerging
information just because it does not fit with carefully conceived plans. • Contingencies and
alternative ways of approaching change are important contributors to enhanced adaptive
capacity. Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th

ed.. © 2020 SAGE Pub. 53 Action Planning Tools 1. To Do Lists—A checklist of things to do
1. Responsibility Charting—Who will do what, when, where, why, and how 1. Contingency
Planning—Consideration of what should be done when things do not work as planned on
critical issues. Tools to aid with this include decision tree analyses and scenario analyses 1.
Flow Charting Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit,
4th ed.. © 2020 SAGE Pub. 54 Action Planning Tools (cont.) 5. Design Thinking 5. Surveys
and Survey Feedback 5. Project Planning and Critical Path Methods for Scheduling 5. Tools
that assess outcomes and stakeholders (discussed in Ch. 6), including: a)Commitment
Charts b)The Adoption Continuum (AIDA) c) Cultural Mapping Deszca, Ingols & Cawsey,
Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 55 Action
Planning Tools (cont.) 9. Leverage Analysis 9. Training and Development Tools 9. Diverse
Change Approaches Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented
Toolkit, 4th ed.. © 2020 SAGE Pub. 56 Responsibility Charting Decisions or Actions to be
Taken Action 1 Responsibilities Susan Ted Sonja R A I For meeting on Jan 14 R I May 24 A A
Draft Plan by Feb 17 Action by July 22 Action 2 Action 3 S Relevant Dates Etc… Coding: R =
Responsibility (not necessarily authority) A = Approval (right to veto) S = Support (put
resources toward) I = Inform (to be consulted before action) Deszca, Ingols & Cawsey,
Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 57 Project
Planning Organizing task to allow for parallel processes to occur has been shown to save
time. Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed..
© 2020 SAGE Pub. 58 Level of Commitment to Action LOW • Opposed to the Change •
Neutral to the Change • Let It Happen (weak support) • Help It Happen • Make It Happen
HIGH Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed..
© 2020 SAGE Pub. 59 Stage of Adoption • Awareness • Becoming altered to the existence of
something new, such as a product, service, or procedure • Interest • A growing
inquisitiveness about the nature and benefits of the new idea • Desire/Appraisal • Studying
strengths and weaknesses of new idea and its application to their area, followed by small-
scale testing • Action/Adoption • Incorporating the new idea as part of the resources the
adopter brings to their job Deszca, Ingols & Cawsey, Organizational Change: An Action-
Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 60 Crossing the Adoption Chasm The Chasm or
Tipping Point of Support That Needs to be Crossed Innovators Early Majority Early
Adopters Laggards Late Majority Deszca, Ingols & Cawsey, Organizational Change: An
Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 61 Commitment Chart Level of
Commitment Key Players Person1 Opposed Strongly to Weakly Neutral Let It Happen X O
X Make It Happen Med X Person 2 Person 3 Help It Happen Level of Understanding (high,
med, low) O O High Low Etc… Deszca, Ingols & Cawsey, Organizational Change: An
Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 62 Mapping People on the Adoption
Curve Key Players Aware Person1 Interested Desire for Action X O X Person 2 Person 3
Moving to Action or Adopting the Change X O Etc… Deszca, Ingols & Cawsey,
Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 63 Action
Planning Checklist Is the action plan consistent with the analysis, vision, and objectives? Is
your action plan realistic, given your influence, and the resources likely to be available to
you? Are you and your team committed, and do have the competence and credibility to

implement the action steps? If not, how will you address this? Is the plan time-sequenced in
logical order? Is it clear who will do what, when, where, and how? What are the milestones
and the probability of success at each step? Have you anticipated secondary consequences
of your actions? Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented
Toolkit, 4th ed.. © 2020 SAGE Pub. 64 Action Planning Checklist (cont.) Have you
anticipated possible secondary consequences and lagging impacts your plans may have?
Have you developed contingencies for risk areas and for how to proceed if things go better
or differently than anticipated? Who does your plan rely on? Are they “on-side”? If not,
what will it take to bring them “on-side”? Does your action plan take into account the
concerns of stakeholders and possible coalitions they might form? Who (and what) could
seriously obstruct the change? How will you manage them? Deszca, Ingols & Cawsey,
Communication Needs for Different Phases in the Change Process Pre-Approval Phase
Developing the Need for Change Phase Communication Communication plans to sell top
plans to explain management the need for change, provide a rationale, reassure employees,
and clarify the steps in the change process. Mid Stream Change Phase Confirming the
Change Phase Communication plans to inform people of progress and to obtain feedback on
attitudes and issues, to challenge any misconceptions, and to clarify new organizational
roles, structures, and systems. Communication plans to inform employees of the success, to
celebrate the change, and to prepare the organization for the next change. Deszca, Ingols &
Communicating for Change 1. Message and media redundancy are key for message
retention. Carefully consider the impact and use of social media and how others affected
may use it 1. Face-to-face communication is most effective 1. Line authority is effective in
communications 1. The immediate supervisor is key 1. Opinion leaders need to be identified
and used 1. Employees pick up and retain personally relevant information more easily than
other types of information Deszca, Ingols & Cawsey, Organizational Change: An Action-
Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 67 Influence Strategies for Change 1. Education
and communication 1. Participation and involvement 1. Facilitation and support 1.
Negotiation and agreement 1. Manipulation and co-option 1. Explicit and implicit coercion
1. Systemic adjustment Deszca, Ingols & Cawsey, Organizational Change: An Action-
Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 68 Toolkit Exercise 9.2—Action Plans for
Influencing Reactions to Change 1. Which of the following strategies have you seen used to
overcome resistance to action plans? a. Education and communication? b. Participation and
involvement? c. Facilitation and support? d. Negotiation and agreement? e. Manipulation
and co-optation? f. Explicit and implicit coercion? g. Systemic adjustments? 2. What were
the consequences of the methods? 3. Which of these methods are you most comfortable
with using? Which do you have the skills to use? Deszca, Ingols & Cawsey, Organizational
Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 69 Toolkit Exercise 9.3
(cont.) Additional Lenses on Influence Tactics a. a. a. a. a. a. a. a. a. a. Inspirational appeals
Consultation: seeking the participation of others Relying on the informal system: existing
norms and relationships Personal appeals: friendship, loyalty Ingratiation: praise, flattery,
friendliness Rational persuasion: using data Exchange or reciprocity Coalition building

Using rules or legitimating tactics Appeals to higher authorities – Which of the above have
you used? How successful were they? – How comfortable are you with each method?
2020 SAGE Pub. 70 Push and Pull Tactics • Push Tactics • Use of facts, logic, and/or pressure
(e.g., use of guilt and fear) to push people toward the change • Pull Tactics • Inspirational
appeals and other influence tactics designed to attract and pull people toward the change
2020 SAGE Pub. 71 Implementation Tactics and Success Tactic Percentage Use Initial
Adoption Rate Ultimate Adoption Rate Time to Adopt (months) Intervention 16% 100%
82% 11.2 Participation 20 81 71 19.0 Persuasion 35 65 49 20.0 Edict 29 51 35 21.5 Deszca,
Pub. 72 A Checklist for Change: Transition Management Transition Management: managing
the implementation of the change project How will the organization continue to operate as
it shifts from one state to the next? Who will answer questions about the proposed change?
What decision power will they have? Do the people in charge of the transition have the
appropriate authority to make decisions necessary to ease the change? Have we developed
ways to reduce the anxiety created by the change and increase the positive excitement over
it? Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. ©
2020 SAGE Pub. 73 A Checklist for Change: Transition Management (cont.) Have we worked
on developing a problem-solving climate around the change process? Have we thought
through the need to communicate the change? Who needs to be seen individually? Which
groups need to be seen together? What formal announcement should be made? Have the
people handling the transition thought about how they will capture the learning from the
change process and share it? Have we thought about how we will measure and celebrate
progress and how we will bring about closure to the project and capture the learning so it is
not lost (after-action review)? Deszca, Ingols & Cawsey, Organizational Change: An Action-
Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 74 What Makes for a Good Action Plan? 1. It can
be done! 1. Organized as a timed sequence of conditional moves 1. Responsibility charts:
who does what, when, why, how? 1. Measures and Outcomes are specified 1. The plan is
consistent with analysis and objectives Deszca, Ingols & Cawsey, Organizational Change: An
Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 75 What Makes for a Good Action Plan?
(cont.) 6. Resources are available: money and people 6. Real “buy in” is there—involvement
and public commitment, coalitions are considered 6. Early positives exist to help build
momentum 6. Most importantly, you have the Vision and Goals needed to guide you in the
right direction Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit,
4th ed.. © 2020 SAGE Pub. 76 Summary • “Doing it” demands a good plan and a committed
team who will work that plan • Several strategies for approaching change and planning the
work are discussed. Change agents, like good coaches, adjust as they go • Action planning
tools are discussed • Effective action planning and implementation requires careful
attention to communication and transition management Deszca, Ingols & Cawsey,

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