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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. 2 The Change Path Model Implementation planning that engages and empowers others Action planning tools Communications planning Managing the transition and after-action review Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

3 Awakening Chapter 4 Acceleration Chapter 9 Institutionalization Chapter 10 Mobilization Chapters 5 through 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. Generic Change Strategies Change Type Characteristic Implementation Pitfalls Programmatic Change Missions, plans, objectives Training, timelines, steering committees Lack of focus on behavior, one solution for all, inflexible solutions Discontinuous Change Initiated from top, clear break, reorientation Decrees, structural change, concurrent implementation Political coalitions derail change, weak controls, stress from the loss of people Emergent Change 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.

5 Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 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 6 Working Your Plan Think of a change situation you are familiar with. Return to Table 9.1 and consider whether it is a: Programmatic change Discontinuous change Emergent change 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. 7 Steps to Effective Change—Beer et al.’s Six Steps 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. 8 Jick’s Ten Commandments Analyze the organization and its need for change Create a vision and a common direction Separate from the past Create a sense of urgency Support a strong leader role Line up political sponsorship Craft an implementation plan Develop enabling structures Communicate, involve people, and be honest Reinforce and institutionalize change Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

9 Kotter’s Eight-Stage Process Establish a sense of urgency Create a guiding coalition Develop a vision and strategy Empower broad-based action Communicate the change vision Generate short-term wins Consolidate gains and produce more change Anchor new approaches in the culture Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 10 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.

11 “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. 12 Action Planning Tools To Do Lists—A checklist of things to do Responsibility Charting—Who will do what, when, where, why, and how 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 Flow Charting Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 13 Action Planning Tools (cont.) Design Thinking Surveys and Survey Feedback Project Planning and Critical Path Methods for Scheduling Tools that assess outcomes and stakeholders (discussed in Ch. 6), including: Commitment Charts The Adoption Continuum (AIDA) Cultural Mapping Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 14 Action Planning Tools (cont.) Leverage Analysis Training and Development Tools Diverse Change Approaches Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

15 Responsibility Charting Decisions or Actions to be Taken Responsibilities Susan Ted Sonja Relevant Dates Action 1 R A I For meeting on Jan 14 Action 2 R I May 24 Action 3 S A A Draft Plan by Feb 17 Action by July 22 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. 16 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. 17 Level of Commitment to Action Opposed to the Change Neutral to the Change Let It Happen (weak support) Help It Happen Make It Happen LOW HIGH Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

18 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. Crossing the Adoption Chasm Innovators Early Adopters Early Majority Late Majority Laggards The Chasm or Tipping Point of Support That Needs to be Crossed Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

20 Commitment Chart Key Players Level of Commitment Level of Understanding (high, med, low) Opposed Strongly to Weakly Neutral Let It Happen Help It Happen Make It Happen Person1 X ïƒ O Med Person 2 X ïƒ O High Person 3 X ïƒ ïƒ O Low Etc... Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 21 Mapping People on the Adoption Curve Key Players Aware Interested Desire for Action Moving to Action or Adopting the Change Person1 X ïƒ O Person 2 X Person 3 X ïƒ ïƒ O Etc... Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 22 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. 23 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-sideâ€? If not, what will it take to bring them “on-sideâ€? 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, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 24 Communication Needs for Different Phases in the Change Process Pre-Approval Phase Developing the Need for Change Phase Mid Stream Change Phase Confirming the Change Phase Communication plans to sell top management Communication plans to explain the need for change, provide a rationale, reassure employees, and clarify the steps in the change process. 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 & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 25 Communicating for Change 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 Face-to-face communication is most effective Line authority is effective in communications The immediate supervisor is key Opinion leaders need to be identified and used 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. 26 Influence Strategies for Change Education and communication Participation and involvement Facilitation and support Negotiation and agreement Manipulation and co-option Explicit and implicit coercion Systemic adjustment Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

27 Toolkit Exercise 9.2—Action Plans for Influencing Reactions to Change Which of the following strategies have you seen used to overcome resistance to action plans? Education and communication? Participation and involvement? Facilitation and support? Negotiation and agreement?

Manipulation and co-optation? Explicit and implicit coercion? Systemic adjustments? What were the consequences of the methods? 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. 28 Toolkit Exercise 9.3 (cont.) Additional Lenses on Influence Tactics 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? Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

29 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 Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 30 Implementation Tactics and Success Tactic Percentage Use Initial Adoption Rate Ultimate Adoption Rate Time to Adopt (months) Intervention 16% 100% 82% 11.2 Participation .0 Persuasion .0 Edict .5 Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 31 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.

32 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. 33 What Makes for a Good Action Plan? It can be done!

Organized as a timed sequence of conditional moves Responsibility charts: who does what, when, why, how? Measures and Outcomes are specified The plan is consistent with analysis and objectives Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 34 What Makes for a Good Action Plan? (cont.) Resources are available: money and people Real “buy in†is there—involvement and public commitment, coalitions are considered Early positives exist to help build momentum 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.

35 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, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 36 Schilling & Hill, 1998 Cycle Time Opportunity Identification Opportunity Identification Concept Development Concept Development Product Design Product Design Process Design Process Design Commercial Production Commercial Production Example 1 Example 2 Cycle Time Opportunity Identification Opportunity Identification Concept Development Concept Development Product Design Product Design Process Design Process Design Commercial Production Commercial Production Example 1 Example 2

Paper for above instructions

Introduction

In today's fast-paced world, organizational change is not merely an option but a necessity for survival and competitiveness. Leaders who can drive and implement effective change strategies are invaluable assets to their organizations. According to Deszca, Ingols, and Cawsey (2020), change leaders must possess a "do it" attitude, moving beyond theory to pragmatically apply their plans. This paper delves into the key aspects of action planning and implementation in a change management context, offering a roadmap that facilitates successful transitions in organizations.

Understanding Action Planning

Action planning serves as the backbone of effective change management, providing a structured approach to identify what tasks need to be accomplished, by whom, and within what timeframe. Deszca et al. (2020) emphasize the importance of creating clear communication and responsibility charts, outlining roles and stakeholders involved in the change process. This ensures that everyone is aware of their responsibilities and helps minimize any potential bottlenecks.

Key Elements of Action Planning

1. Responsibility Charting: This technique outlines who is accountable for specific tasks, when they need to be completed, and how they contribute to the overall objectives (Deszca et al., 2020). For instance, using RACI (Responsible, Accountable, Consulted, and Informed) charts can enhance clarity in responsibilities.
2. Communication Plans: Effective communication is crucial during transitional phases of change. Various communication plans address different stages of the change process, ensuring that all employees receive relevant information transparently to reduce anxiety and foster enthusiasm (Kotter, 2012).
3. Milestones and Metrics: Monitoring progress through milestones helps leaders assess outcomes and make necessary adjustments. Metrics should be tied to the organization's strategic objectives, affording a clear measurement of success at each step in the implementation process (Jick, 2003).

The Change Path Model

The Change Path Model emphasizes the importance of engaging and empowering employees during transitions. This model suggests actions such as mobilizing commitment through diagnosis of business problems and fostering a shared vision for change (Deszca et al., 2020). Successful change management requires collective ownership, where employees feel invested in the outcomes and are actively involved in driving the transformation.

Steps for Successful Change Management

1. Mobilize Commitment: Engaging employees from the onset helps in reducing resistance and ensures a smoother transition. Involving team members in identifying business problems creates a sense of shared ownership of the solutions (Beer et al., 2016).
2. Foster Consensus: Building a shared vision is vital in creating unity among various stakeholders. When employees understand and embrace the vision, they are more likely to support the initiatives necessary for change (Luecke, 2003).
3. Monitor and Adjust: Change is inherently unpredictable, and plans should be flexible enough to adapt to emerging challenges. Having contingencies and alternative plans based on scenario analysis can enhance the organization’s adaptive capacity (Deszca et al., 2020).

Implementing Change Strategies

Different types of change require different strategies for implementation. For example:
1. Programmatic Change: Often structured with clear objectives and timelines but may suffer from a lack of flexibility and focus on individual behavior (Deszca et al., 2020).
2. Discontinuous Change: This type involves structural shifts initiated from the top with clear breaking points, but it requires strong controls and management to mitigate stress related to personnel changes.
3. Emergent Change: Recognized for its incremental and ambiguous nature, emergent change relies on creativity and adaptive responses. Leaders need to be flexible and accommodating to unanticipated variables (Deszca et al., 2020).
In contrast, effective implementation tactics such as enabling environment creation, education, and communication can enhance the chances of successful adaptation to change.

Overcoming Resistance to Change

Resistance from employees is one of the most common obstacles faced during change initiatives. To effectively manage resistance:
1. Education and Communication: Providing employees with information and clarity on the reasons behind changes can mitigate resistance. Ensuring regular updates helps maintain transparency (Kotter, 2012).
2. Participation and Involvement: Including employees in the change process by offering them a voice elevates their commitment levels and reduces feelings of alienation. Participative decision-making is a proven tactic for engendering support (Beer et al., 2016).
3. Negotiation and Support: Offering support through training and development initiatives can ease the transition. Understanding individual concerns and accommodating them when necessary create a climate of trust (Deszca et al., 2020).

Transition Management

Transition management is a fundamental aspect of change implementation; it manages the organization’s shift from the current to a desired state. This includes establishing leadership roles for the transition, defining decision-making authority, and creating a climate conducive to problem-solving and collaboration (Deszca et al., 2020).

Key Considerations in Transition Management

1. Communication: Implementing an effective communication strategy that specifies who is responsible for conveying information reduces confusion (Deszca et al., 2020).
2. Learning from Change: Organizations must capture and share learning outcomes to ensure that knowledge is not lost and can inform future changes. After-action reviews provide opportunities to reflect on successes and areas for improvement (Deszca et al., 2020).
3. Celebrating Success: Acknowledging milestones and celebrating progress fosters enthusiasm and encourages ongoing support for change initiatives (Kotter, 2012).

Conclusions

In conclusion, action planning and implementation are critical components of successful change management. By engaging stakeholders, fostering open communication, and adapting to the evolving needs of the organization, leaders can facilitate a smoother transition to change. The tools and strategies outlined in this paper—from responsibility charting to effective communication techniques—serve to enhance collective commitment, leading to successful organizational transformation.

References

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