Steps in The Change Playbook change management methodology

      Any given change management implementation will tend to follow 9 common Steps. Intensity of activity and even inclusion of a Step activity depends on the nature of the underlying change. Step names characterize the dominant concern of the period only and should not suggest other activity during those periods is somehow inhibited.

Stages in The Change Playbook change management methodology

      Some Steps are aggregated to reduce the change management framework to 5 Stages of change management. Those are: Prepare, Develop & Test, Train & Transition, Reinforce, and Close. These Stages are what others may refer to as phases. Among the five Stages, the first and last are important but ancillary to the practical, active part of making change, which comprise the three middle steps.

“Prepare” for the change and change management activity

      This critically important work provides the context for the change. While creating plans is fundamental, it’s more important to correctly understand the situation, problem, solution, people, and history. While preparation is often regarded as an invisible, “inactive” part of change management, most Playbook Plays touch it.

“Develop & Test” the materials needed for change management

      This generally corresponds to and is coincidental with the underlying project implementation. It addresses creation or appropriation of materials needed to execute the change management.

“Develop” training, coaching, and communications content

      We obviously have to build or appropriate and refine content according to plan.

“Test” and trail the content and approaches on real people

      Often the ground under a change may be shifting, so we need to test efficacy of materials and approach in real-world environments.

“Train & Transition” stakeholders for/through the changes

      This part of the Playbook is most associated with change management. It’s the time when most of the well-understood activities happen. Though not always a particularly long period, it is usually dedicated to executing training.

“Train” stakeholders for new skills and process/tool ability

      The people expected to change are prepared to do so, be that with upskilling or training to follow new processes or use new tools.

“Transition” stakeholders into the post-change expectations

      When the change happens, activity shifts from preparing to activating the change. This period is dedicated to ensuring everyone makes the mental and practical shift needed.

“Reinforce” skills and approaches repeatedly until it sticks

      An often overlooked part of change management, this Stage is clearly connected to overcoming resistance. Real resistance is often not revealed until this point, so transition following launch and thereafter is especially critical for reminding and reorienting.

“Close” the change management project with a review

      This is an important but not “active” Stage. It is mostly inward-facing, administrative activity for the purpose of self-assessment and improvement. An important piece of work not to be shrugged off.