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# The Change Playbook

The premier online guidance and content site for Change Management practitioners

## Sitemaps

- [XML Sitemap](https://thechangeplaybook.com/sitemap.xml): Contains all public & indexable URLs for this website.

## Posts

- [Blogs](https://thechangeplaybook.com/blogs/)
- [Behaviour Modification: Change Secrets from the Zoo](https://thechangeplaybook.com/behaviour-modification-secrets/) - Behaviour is THE primary concern of change management. While behaviour modification has a bad rap, it is still valuable. It is neither coercive nor underhanded.
- [Change Vision: Have and Communicate](https://thechangeplaybook.com/communicate-a-clear-change-vision/) - Trust may be fundamental, but a vision is elemental. It's important to consider why to have a change vision, how to craft one, and how to communicate it.
- [Have and Communicate a Clear Change Strategy](https://thechangeplaybook.com/have-and-communicate-a-change-strategy/) - Communicating your change strategy to stakeholder’s team members is a huge part of establishing support, alignment, trust, and good will.
- [Design Thinking for Strong Change Management](https://thechangeplaybook.com/design-thinking-for-strong-change-management/) - Design thinking helps leaders understand employees affected by change, develop solutions to address their needs, and create a collaborative, supportive culture.
- [Make the Arc of Your Story Bend Toward Success](https://thechangeplaybook.com/make-your-story-arc-bend-toward-success/) - It is not enough to have a change story, your story has to carry the audience—stakeholders—on a journey. Its arc must bend toward success.
- [Change Success Rate a Myth? This matters?](https://thechangeplaybook.com/change-success-rate-a-myth-this-matters/) - The veracity and accuracy of the statistic are irrelevant for all practical purposes. If mythologized, as some contend, who cares? What difference does it make?
- [PASSION: The Fourth P of Overcoming Resistance to Change](https://thechangeplaybook.com/passion-the-fourth-p-of-overcoming-resistance-to-change/) - To the 3-Ps of Overcoming Resistance to Change I would add a fourth quality that brings it all home: Passion.
- [Myth is not fact. It’s better.](https://thechangeplaybook.com/myth-is-not-fact-its-better/) - Is "70% is deficient because it's a myth" true? Is it fair? Should it be as eagerly supported as it seems? For me, the answers are: No, No, and No.
- [Cooda, Wooda, Shooda.](https://thechangeplaybook.com/cooda-wooda-shooda/) - Years ago, I found and successfully applied the OODA loop. Now I use it for change leadership. What is OODA, how does it apply to change, and why use it?
- [Winners and Losers… and the 70% Failure Rate “Myth”](https://thechangeplaybook.com/winners-and-losers-and-the-70-failure-rate-myth/) - Winners and Losers games drive strategy. Losers games assert risk control, consistency, and process. Winners games focus on innovation, skill, and performance.
- ["Do the Work" Part 2: The Work of Change](https://thechangeplaybook.com/do-the-work-part-2-the-work-of-change/) - Leading and implementing change is more than “engagement.” The work is simple: change individual behaviour where required as required so it is ingrained habit.
- [Crisis? Well That's a Change](https://thechangeplaybook.com/crisis-well-thats-a-change/) - What if the challenge is not to encourage and expedite behavioural change, but to temper, shape, and even inhibit it? Are project and change managers prepared?
- [People Playing an Infinite Game Resist Change Less](https://thechangeplaybook.com/people-playing-an-infinite-game-resist-change-less/) - Resisters who consciously perceive their game as infinite and know “nothing lasts forever,” are more clear that change is fundamental to (their/our) succeeding.
- ["Do the Work" Pt 3: The Nature of Change Work](https://thechangeplaybook.com/do-the-work-pt-3-the-nature-of-change-work/) - Change Management ensures people alter behaviour as needed. Change managers apply techniques to achieve it. This work is not for the the faint of heart.
- [Focus Inward, Windward, and on Leaders](https://thechangeplaybook.com/focus-inward-windward-and-on-leaders/) - The site was dormant December/January while I took stock of year one and where to go next. The result: the site and blog will be focused on change leadership.
- [Leading Change to Reality from Fiction](https://thechangeplaybook.com/leading-change-to-reality-from-fiction/) - All change begins as fiction but ends as non-fiction. The leader’s purpose is to shepherd people in the journey between realities.
- [Unlocking Change: Embrace Forward & Backward Lookers](https://thechangeplaybook.com/unlocking-change-embrace-forward-backward-lookers/) - Some people look forward some backward, explaining a lot about civil service stasis and criminality elsewhere. We apply those insights to unlocking change.
- [Crush Change Like a Boss](https://thechangeplaybook.com/crush-change-like-a-boss/) - The Structure-Conduct-Performance paradigm can be a sensible and effective way to think through and lead an organization through change to specific goals.
- [Embracing Change: The truth about involuntary buy-in](https://thechangeplaybook.com/embracing-change-the-truth-about-involuntary-buy-in/) - To address resistance, everyone has to buy in to change. Apparently, “Because I said so,” is bad form. Know this: buy-in may have to be gained non-voluntarily.
- [Unleashing Change: Train the Leaders, Tame the Chaos](https://thechangeplaybook.com/unleashing-change-train-the-leaders-tame-the-chaos/) - Change management exists because organizations resist change. It fails when leaders are not changed first. Even strong leaders must be shown how to lead change.
- [Unlock Success: Simple Mindset Shift](https://thechangeplaybook.com/unlock-success-simple-mindset-shift/) - “We did something” v. “We got something done.” That slight realignment is key to effectiveness. It telegraphs individual, team, organization success--or not.
- [Is Your Strategic ‘North Star’ Actually a UFO?](https://thechangeplaybook.com/is-your-strategic-north-star-actually-a-ufo/) - An organizational North Star is a purpose more closely related to a principle than a desire or a goal. That guiding light has the power of a moral imperative.
- [You're Not the Boss: Why 'No Problems, Only Solutions' is a Dangerous Game](https://thechangeplaybook.com/youre-not-the-boss-why-no-problems-only-solutions-is-a-dangerous-game/) - It should be self-evident that problems to escalate to the boss are those beyond an employee’s purview (esp. authority) or too challenging for the employee.
- [Productivity: The Now Focus for Digital Transformation](https://thechangeplaybook.com/productivity-the-now-focus-for-digital-transformation/) - As per Solow's 1987 observation, “You can see the computer age everywhere, except in the productivity statistics,” digital transformation has a new goal.
- [Be a transformation shepherd](https://thechangeplaybook.com/be-a-transformation-shepherd/) - Cross posted at Transforminator. My wife’s love of animals occasionally takes us to a sheepdog trial. This is a competition for shepherds and their border collies entailing the herding and moving of sheep through a course, splitting the large group, then penning the smaller of the two new groups. It always strikes me as eerily
- [“Do The Work” Part 1: Do The Work!](https://thechangeplaybook.com/do-the-work-part-1-do-the-work/) - “Do the work” is a popular a three-word dismissive, if not derisive non sequitur. That does not make it wrong. We should respect that we need to do the work.
- [Follow Through! Or, Why Did You Start?](https://thechangeplaybook.com/follow-through-or-why-did-you-start/) - Follow through is a universal tenet for the importance of completing what you’ve started as impeccably as it begun. It's good advice to change leaders/managers.
- [If You Tell A Story, Make it a Good One](https://thechangeplaybook.com/if-you-tell-a-story-make-it-good/) - A bad story is worse than no story at all. (People DO still walk out of movies.) So, this essay is about what can make your change story effective.
- [Winners and Losers: Changing Perceptions of Change Risk](https://thechangeplaybook.com/winners-and-losers-changing-perceptions-of-change-risk/) - Amidst the fluid chaos of change, certain individuals and groups are winners. Others, not so much. Winners and losers can be shaped by perception of risk.
- [Lean Change Management (or is it Agile?)](https://thechangeplaybook.com/lean-change-management-or-is-it-agile/) - The idea of "Lean Change Management" or "the Lean Change Manager" (LCM) is out there. An approach that emphasizes flexibility, experimentation, and collaboration, it is apparently more responsive to feedback, more adaptive to changing circumstances, and more focused on achieving continuous improvement. It seems to draw on Lean Startup and Agile principles for more
- [A Plot to Succeed](https://thechangeplaybook.com/a-plot-to-succeed/) - No. 4 in a series about Stories and Storytelling Telling a great story is an important aspect of organizational change management. A well-crafted story can inspire and motivate people to embrace change, and help them understand the benefits and outcomes of the initiative. To create an effective change story, it helps to understand the
- [Make Your Change Story Soar](https://thechangeplaybook.com/make-your-change-story-soar/) - No. 3 in a series about Storytelling This series is dedicated to how change stories make change (management) more successful. This post is about how to make your change story particularly strong. In the future, we’ll dig deeper into how to fit your facts and intentions into universally-accepted story features. A Story That Soars
- [People Resist Change That Affects Their Self-Identity](https://thechangeplaybook.com/people-resist-changes-to-self-identity/) - No. 3 in a series about Change Resistance Resistance to organizational change is what makes change managers and change leaders necessary. Dealing with resistance is the essence of the job. There are, of course, literally infinite reasons for people to object and resist. Among the five classes of objection I have previously defined,
- [Useful Trends in Change Management 2023](https://thechangeplaybook.com/useful-trends-in-change-management-2023/) - 10 key change management trends to watch for in 2023.
- [Change management: why so hard?](https://thechangeplaybook.com/change-management-why-so-hard/) - Yes, change is hard. It has to be. Usually I answer this question glibly anticipating one interpretation of the question. But there are many, so let's consider some ways the question could be being asked. It's very possible by untangling the meaning we can make change (management) just a little easier. Meaning: Why is it
- [<strong>CHANGE MANAGEMENT: YES! CHANGE MANAGERS: …?</strong>](https://thechangeplaybook.com/change-management-yes-change-managers/) - Change management, mainly by certification, has spawned departments, roles, and jobs. Its rationale is rock solid: according to Prosci, failure to effectively deal with “the people side of change” is a leading cause of failure to realize project benefits. So, effectively dealing with the people side of change is essential. Does that make a person
- [Contribute to The Playbook](https://thechangeplaybook.com/contributing-content-to-the-playbook/) - There is a lot of content to start with, brought forth from years of development and practice. But the goal is to continually add more content, which we hope to release on a schedule eventually. It's possible that new content will just get added in when it is ready. So far the content brought forth
- [Heat Maps: The Change Manager's Powerful Little Secret](https://thechangeplaybook.com/heat-maps-a-change-managers-powerful-secret/) - Heat maps are graphic representations of information that use color-coding and relative size to display data values. They are commonly used to visualize and analyze large data sets but can be an indispensable part of the change manager’s arsenal too. Heatmaps are a useful tool for analyzing and communicating complex information clearly and intuitively.
- [Get reluctant people to pay attention to change communications](https://thechangeplaybook.com/communication-for-reluctant-people/) - Every change leader and change manager struggles with stakeholders not paying attention to change communications.[1] It is a problem no matter how you slice it. If you’re not communicating enough, shame on you (says best practice). If you’re communicating too much, shame on you (say the psychologists and those who “see” information overload). If
- [Why do people resist change?](https://thechangeplaybook.com/why-do-people-resist-change/) - Resistance to organizational change is what makes change managers and change leaders necessary. For all intents and purposes, dealing with resistance is the essence of the job. That job might be easier if more people were up front and overt about their objections. But people being people, and people being in organizations that
- [Storytelling Makes a Change Powerful](https://thechangeplaybook.com/storytelling-makes-a-change-powerful/) - No. 2 in a series about Stories and Storytelling Storytelling makes the world go round. At its simplest, a story is a coherent set of events that move the listener (reader/viewer) from A to B. A very little less simply, that sequence of activity follows an acceptable internal logic. Ideally a story moves the listener
- [Sponsor Engagement: THE no. 1 success differentiator](https://thechangeplaybook.com/sponsor-engagement-the-no1-differentiator/) - Sponsor engagement is critical to driving successful organizational change. Yet it is typically overlooked or—worse—misguidedly expected to just happen. Sponsors are key stakeholders with the authority, influence, and resources to support and enable change initiatives. But their support and value must be actively tended. From my perspective, the most efficient lever for success in
- [Change Fatigue: what is it really?](https://thechangeplaybook.com/change-fatigue-what-is-it-really/) - No. 1 in an exploration of change fatigue Change fatigue and change saturation, and dealing with them is a Frequently Asked Question—of Google, anyway. Apparently, a lot of people leading or managing change want to fix what they’ve diagnosed as change fatigue. And a lot of people want to tell them what it is
- [5 Rules of Effective Change Communication](https://thechangeplaybook.com/5-rules-of-effective-change-communication/) - These are not my only rules for effective communication with stakeholders. Communications experts will have others and may suggest these are unimportant. They’re wrong, probably because they don’t understand how people think. For magicians, con artists, psychics, and mentalists (and political consultants), alignment to certain psychological and sociological principles underwrites their success. Let’s use
- [Change Management should be "manageable"](https://thechangeplaybook.com/change-management-should-be-manageable/) - What we've found in our travels through clients' change management efforts is that there are still a lot of organizations that—despite training—find change management hard to deal with. There is no really good reason for this, and a part of the goal for The Change Playbook is to remedy that situation. Typically, we see change
- [Overcome Resistance to Change with the 3-Ps of Overcoming Resistance to Change](https://thechangeplaybook.com/overcome-resistance-to-change-with-the-3-ps/) - Resistance to change is the single-biggest challenge, problem, issue, risk… for the typical change manager. Even for experienced pros, it’s right up there. Except, pros understand resistance isn’t something to be eliminated: it’s the essence of the job. What would fishing be if the fish always bit? More than that, pros implicitly understand and operate
- [Succeed at Bottom-up Change Without Sponsors… LOL!](https://thechangeplaybook.com/bottom-up-change-without-sponsors-lol/) - Sponsor management is, for my money, the single-most important part of change leadership. Maybe not for change management, which is mostly focused on doing all the necessary and right things, but definitely for the leadership of change. Effective sponsors can and often do, make or break a change-driving project. If you strongly believe (meaningful) change...
- [Tell a Story; Succeed with Change](https://thechangeplaybook.com/story-telling-for-change-success-1/) - Successful change management is impossible without a good story. This goes double for change leadership. A sure sign of an inexperienced, ineffectual, or idiotic project (change) leader, project manager, or change manager is genuine belief that the way to communicate change is with “just the facts” in terse bullet points because (just like
- [One genogram to exceptional sponsor management](https://thechangeplaybook.com/genograms-and-sponsor-management/) - Lately, people I have been working and corresponding with about change management have been asking about genogram. My understanding of genograms comes from when my father tried to diagram our family tree. To be sure, genograms are truly for tracking family history, lineage, and probably intrigue. But, I found the method to be a valuable...

## Pages

- [Home](https://thechangeplaybook.com/) - A how-to guide for the process and action steps of change management, providing an approach to and actual plans, strategies, tools, and instructions.
- [Resistance and Overcoming Resistance](https://thechangeplaybook.com/resistance-and-overcoming-resistance/) - Resistance Resistance and overcoming resistance is the heart of change management and leadership. It is, arguably, THE job. Resistance and Overcoming Resistance to Change Change management risk and resistance A change management support campaign is a project with typical project risks (e.g., Will things happen on time? Will resources and support be available when needed?
- [Common Practice Errors](https://thechangeplaybook.com/common-practice-errors/) - Common Practice Errors Mistakes are normal and area part of learning, especially for change management.Making a habit of mistakes are practice errors. Avoid them Common Change Management Errors Change management discipline was a response to high project failure rates where change was involved. Of course, all projects bring on some change.Management science, seeking to solve
- [The Genesis of The Change Playbook](https://thechangeplaybook.com/the-genesis-of-the-change-playbook/) - Genesis of The Change Playbook How the change playbook came to be What is The Change Playbook... What IS a Playbook This website and program represent a practical playbook. Plays are set pieces that specify the coordinated execution of team member actions. Their lowest level, Moves, are the actions that contributors take through sequential steps
- [Philosophy of Change](https://thechangeplaybook.com/philosophy-of-change/) - Our Philosophy of Change You have to have a basis, a driving force. This is ours. A Philosophy of Change Management Change has many flavours: forced, invited, unwanted, essential, mundane, reactive, initiated, responsive, unanticipated, desired, required, rapid, chronic, traumatic… Change is simple Experience says change is very simple, and everyone knows it.a) See a problem or
- [About Us](https://thechangeplaybook.com/about/) - About The Change Playbook The Change Playbook is dedicated to developing, aggregating, presenting, and educating about actionable tactics that achieve the change management objectives and make change stick.It results from years of practical experience with many organizations; from studying and practicing sales, marketing, and psychology, and other social sciences. About Us The Change Playbook is
- [Pricing](https://thechangeplaybook.com/pricing/) - Choose a membership that works for you Pricing Plans Currently The Change Playbook offers access to change management content on the site through subscription plans to suit every all-access user’s needs. Plans and pricing are structured to include a monthly subscription plan and yearly billing options. There is even a FREE option for access to
- [How People Change](https://thechangeplaybook.com/how-people-change/) - How People Change The Change Playbook is dedicated to developing, aggregating, presenting, and educating about actionable tactics that achieve the change management objectives and make change stick.It results from years of practical experience with many organizations; from studying and practicing sales, marketing, and psychology, and other social sciences. How do people really change? Coming soon
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- [Terms of Use](https://thechangeplaybook.com/term-of-use/) - The Change Playbook Terms of Use Effective as of November 2022 Welcome! The Change Playbook™ (TCP) provides change management practice information features through the TCP Website (the Site) to help users become more proficient and successful change management practitioners. These terms and conditions (Terms) govern your access to and use of the Site, and any
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## Communication Data

- [Sponsor-specific support request](https://thechangeplaybook.com/communication-data/sponsor-specific-support-request/) - Some sponsors, if they have been persistently involved or have a particular interest, will be more engaged. (Sometimes too engaged...) This may correlate to project visibility and how big a part of that executive's scorecard. Others can be quite detached. They kick things off and say, "Call me if you need me." Then they're on
- [Sponsor's support request (admonition)](https://thechangeplaybook.com/communication-data/sponsors-support-request-admonition/) - Sometimes a sponsor needs to get directly involved and make his/her displeasure known to those who are not participating as they should. (read: ...resisting too strongly...) The more senior the sponsor and the more senior the target(s), the more likely the message will be verbal. Sometimes not. In any case, the facts and position need
- [Schedule <i>post mortem</i>](https://thechangeplaybook.com/communication-data/schedule-post-mortem/) - A post mortem on a project is a meeting. There's not much complication to the communication. Once you've selected the attendees, it's a matter of providing the details and setting the tone for the meeting. This communication supports the Move Ready and hold post mortem.
- [Promote the success story](https://thechangeplaybook.com/communication-data/promote-the-success-story/) - There is no point to creating a success story if it is not or is only anemically promoted. Similar to the testimonial, if you choose to use the success story tactic, it has to be marketed. Ideally corporate communications will have approaches to doing so. You ought to be prepared to give them content and
- [Hand over note to operational authorities](https://thechangeplaybook.com/communication-data/hand-over-note-to-operational-authorities/) - Although the setup for and transition of responsibility to ongoing operational owners will have happened directly and gradually, a formal notice of transition is appropriate for clarity. This communication presumes knowledge transfer has been performed and that the project/operational authorities have even jointly worked on at least one iteration together. This note is specifically drafted
- ["What a difference" success update](https://thechangeplaybook.com/communication-data/what-a-difference-success-update/) - This communiqué puts a point on and continues reinforcement messaging with a focus on the success of the project and the transition. (Even if success is questionable, it is essential to communicate it.) This message is bigger than the project itself. The objective is to alleviate concerns or fears of any change, and to solidify
- [Promote the testimonial](https://thechangeplaybook.com/communication-data/promote-the-testimonial/) - A testimonial is a marketing tool, period. So, the promotional message's purpose is to drive personnel to "view" the testimonial in some way. Short of distributing it directly ("pushing" it to receivers), a message is pushed to the audience with a call/incentive to "pull" the testimonial (asking them to come get the prize). This is
- [Tell report recipients what they will receive, when, why, and what to do about it](https://thechangeplaybook.com/communication-data/tell-report-recipients-what-they-will-receive-when-why-and-what-to-do-about-it/) - This is the second communication specifically preparing recipients for the impact of performance monitoring in the area affected by the change. There are, of course, two discrete performance measurements to be reported: (1) operational impact from the change itself and (2) change adoption metrics revealing the efficacy of the change. Use this communication in conjunction
- [Testimonial provider recruitment note](https://thechangeplaybook.com/communication-data/testimonial-provider-recruitment-note/) - A testimonial needs an independent voice. The person to do the testimonial will (or should) likely be recruited verbally. At some point, however, a more formal, written statement of what is being done and what is expected is required. This recruitment letter can be adjusted and used for that if it's not already been provided
- [Remind employees and supervisors about ongoing coaching, plus supplemental training options and job aids](https://thechangeplaybook.com/communication-data/remind-employees-and-supervisors-about-ongoing-coaching-plus-supplemental-training-options-and-job-aids/) - All impacted employees will have been trained by now. If the change does not warrant formal training, there is greater need to regularly remind participants of the other support tools available. The overt message is access and availability; the subtext is to use these tools. Use this communication with Move Remind employees and supervisors about
- [Book/schedule coaching review session](https://thechangeplaybook.com/communication-data/book-schedule-coaching-review-session/) - Before the transition is over, gather the coaches to identify what's going on, what works and what doesn't (for coaches and for the impacted stakeholders themselves), and what—if anything—needs to change. This communication supports the Move Conduct coaching review/update sessions with coaches. Because it is an imposition on the coaches, you need to turn it
- [Remind coaches to seek opportunities to assist colleagues](https://thechangeplaybook.com/communication-data/remind-coaches-to-seek-opportunities-to-assist-colleagues/) - This could be one or more communications, through multiple media, to encourage coaches: show them ways to see or elicit opportunities to encourage and support impacted employees ("teachable moments") in the course of their days overseeing (supervisor) or working with (peer) them. The coaches will, optimally, intercede to (re)set employees' behaviour during their first encounters
- [Book/schedule (proactive) coaching note](https://thechangeplaybook.com/communication-data/book-schedule-proactive-coaching-note/) - In the event that your strategy employs proactive (i.e., scheduled) coaching, impacted personnel need to be told about it and scheduled. There are many ways to do this from centrally scheduling (like training) through to putting coaches and mentees together via email and letting them sort it out on their own. The communication supports Move
- [Remind employees and supervisors about job aids (links) and supplemental training options](https://thechangeplaybook.com/communication-data/remind-employees-and-supervisors-about-job-aids-links-and-supplemental-training-options/) - As per previous notes, the project needs to remind impacted people to follow through on the change. Reminders—sent once or more—will (re)advise employees about the availability of (supplemental) training and job aids to support their change. The tone is instruction/encouragement to change. It supports Move Remind employees and supervisors about job aids (links) and supplemental
- [Remind stakeholders about change goals and performance measure target(s)](https://thechangeplaybook.com/communication-data/remind-stakeholders-about-change-goals-and-performance-measure-targets/) - Impacted stakeholders (and others) have been well-informed that performance measures will be applied and affect participants. Because that message has not been the focus of previous communication, it may now be important to do so. The message is that the change is in place and performance will be measured. It should encourage necessary individual changes
- [Remind line management (especially supervisors) of support expectations](https://thechangeplaybook.com/communication-data/remind-line-management-especially-supervisors-of-support-expectations/) - This communiqué is to ensure line management, especially supervisors, for impacted employees is aware of deployment activity affecting their area(s) and are prepared to provide support and encouragement as needed and specified. If any of the preceding Moves to prepare the organization have been implemented, everyone should be at least aware. (Optimally, the earlier sponsor
- [Cover for Change Readiness Assessment (prelaunch)](https://thechangeplaybook.com/communication-data/cover-for-change-readiness-assessment-prelaunch/) - Per the Move Do Change Readiness Assessment (prelaunch), a second change readiness assessment survey is issued to the same people that completed the baseline version. The cover note can refer to and generally cribs from the first one. If you opt to send different versions to impacted stakeholders and to team "insiders" (an idea not
- [Launch day reminder customized by audience](https://thechangeplaybook.com/communication-data/launch-day-reminder-customized-by-audience/) - This is the official, organization-level announcement that change is imminent with reminders of why, how, and who is depending on success. It may or may not provide specifics. Optimally the text clearly describes what the audience can expect, what it is likely to experience (especially impacted employees), and what they are expected to do—when. This
- [Remind sponsors of release expectations with a specific call to action](https://thechangeplaybook.com/communication-data/remind-sponsors-of-release-expectations-with-a-specific-call-to-action/) - Presumably sponsors+ are well aware of the project deployment schedule and status. This communiqué is to ensure sponsors awareness is fully current, particularly as it affects their teams, and prepare them for any other support the project needs. These asks of sponsors will typically be in the form of their voicing support in some way.
- [Provide coach the coach material](https://thechangeplaybook.com/communication-data/provide-coach-the-coach-material/) - If impacted people are to be coached through the transition, those coaches need to be prepared. This communication supports the Move Provide coach the coach material to coaches. Notification is to provide identified coaches and line managers with (a) detail about the expectations of them and (b) specifics of how they will be prepared and
- [Book/schedule training cover note](https://thechangeplaybook.com/communication-data/book-schedule-training-cover-note/) - At some point, all impacted stakeholders will need to register for and take the offered training (Move Schedule training). Usually, an email is sent to alert and instruct the people. It may need to be sent multiple times, depending on how granularly trainee groups are refined and how well trainee invitees respond. This communication can
- [Update/expansion on launch/release](https://thechangeplaybook.com/communication-data/update-expansion-on-launch-release/) - This communication continues the flow of information to relevant, impacted employees. Outreach tempo is accelerating. 5 - 10 touches on every impacted individual, depending on station (sponsor v line management v coach v impacted employee), is a reasonable intensity. The purpose is to deepen the awareness of and, particularly, desire for the change. The message
- [General information communiqué to all audiences](https://thechangeplaybook.com/communication-data/general-information-communique-to-all-audiences/) - This communication continues the flow of information to relevant, impacted employees. A key purpose is to expand on awareness and desire aspects of the change. Another, more direct purpose is to detail the specific nature and impacts of the deployment as it will affect individuals/roles. The communication may be customized by stakeholder group and other
- [Coach engagement (initial and/or coach the coach scheduling)](https://thechangeplaybook.com/communication-data/coach-engagement-initial-and-or-coach-the-coach-scheduling/) - Individual coaches will have been communicated with, directly and personally. Per the Move Engage coaches (initial and/or coach the coach scheduling), this communication with the group will serve two goals. First, to maintain the connection and established momentum. Second, to advise and provide the coaches with information about coach the coach session(s). It should be
- [Cover for Change Readiness Assessment (baseline)](https://thechangeplaybook.com/communication-data/cover-for-change-readiness-assessment-baseline-2/) - Per the Move Do Change Readiness Assessment (baseline), the change readiness assessment is a critical element in proper change management and project success. It is basically a poll and the people to be surveyed need to be told that. This note should be briefly explanatory. If you choose to send different versions of the assessment
- [Confirm targeted individuals and communications path](https://thechangeplaybook.com/communication-data/confirm-targeted-individuals-and-communications-path-2/) - For the Move Confirm targeted individual contact information and communications path, there are two ways to confirm you have identified and acquired the contact information for the full roster of impacted individuals. Ask the leader of each team that previously provided a list to confirm it... in your file/format. Contact the people on your list.
- [Target individuals](https://thechangeplaybook.com/communication-data/target-individuals-2/) - The Move Target specific individuals and acquire contact information requires outreach to find individuals among impacted stakeholders and roles because effectiveness means reaching people, not jobs. Presuming the classes of stakeholder and role are known, identifying associated people comes down to getting those able to make those connections to do so. The nuclear option is
- [First announcement to all audiences](https://thechangeplaybook.com/communication-data/first-announcement-to-all-audiences-2/) - With this, the project's formal communication program begins. The goal is to initiate the awareness campaign for the project/change by communicating with all stakeholders at a high, general, values and benefits level. It is to start conditioning these audiences to the information flow and to develop inertia to sustain movement through the balance of ADKAR.+
- [Training test-group recruitment note](https://thechangeplaybook.com/communication-data/training-test-group-recruitment-note/) - Training needs to be tested (Move Select test group for training) and to do so testers are needed. To secure these testers, a recruitment solicitation is needed. As usual, even if the entire activity is handled verbally, the example contains the basis of speaking notes or a script.
- ["It's live!!" (launch day) notice](https://thechangeplaybook.com/communication-data/its-live-launch-day-notice/) - This is the official announcement that change is happening—now. There should be a decidedly before and after sense to the message and the tone can be substantially congratulatory and encouraging: "You got this...". Links to all training, coaching, job aids, and other supports for line management, coaches, employees, etc. should be provided—again. For optimal impact,
- [Go/no go; delay notice to all audiences](https://thechangeplaybook.com/communication-data/go-no-go-delay-notice-to-all-audiences/) - This communication is one you expect never to use. If it is required—probably because the project is not ready, or maybe because the Change Readiness Assessment recommends it—things are likely to be frantic. Since most such communications require multiple approvals, even though the notice is fairly pro forma, it's smart to get it done, approved,
- [Note to recruit coaches](https://thechangeplaybook.com/communication-data/note-to-recruit-coaches-2/) - If coaching is part of the strategy, coaches are needed. The Move Identify and recruit coaches is all about identifying and recruiting coaches. While recruiting may be done verbally through calls and meetings, if your preference is for written correspondence, an example is provided. At worst, its content is a base ready as cue notes

## Thrust Data

- [Performance Measurement](https://thechangeplaybook.com/thrust-data/performance-measurement/) - It should be a safe assumption that whatever your organization is proposing and implementing that will force noticeable change on somebody, it is being done to make an empirically positive impact. If so, the change project must have measures of performance. These are the goalposts for change management to prove the project’s change is being
- [Communication](https://thechangeplaybook.com/thrust-data/communication/) - Following many years—at least a decade—of change management professionals and other leadership gurus repeating in some variation that there can never be enough communicating for a successful change, this thrust is perhaps the most identifiable with change management. Sadly, overcompensation toward that (justified) point has had the unintended consequence of rendering "communication" synonymous with "change
- [Coaching](https://thechangeplaybook.com/thrust-data/coaching/) - For our purpose, coaching is basically personal encouragement from a trusted source. It is definitely not programmed personal development as practiced by psychologists, academics, and other experienced hands. We are referring to non-invasively encouraging proper stakeholder behaviour in the moment. Proper behaviour will vary by stakeholder and the change being made. Coaching changes In all
- [Training](https://thechangeplaybook.com/thrust-data/training/) - Change Training This focus area is one of the two easiest to understand from the perspective of change management. Along with communication, training is most associated with the implementation of change in an organization. Typically, that’s because implementation of new or altered processes, different tools, skills enhancement, and so on implies a need for new
- [Sponsorship](https://thechangeplaybook.com/thrust-data/sponsorship/) - Change sponsorship is the securing and maintenance of executive support for the change and, more importantly, the change management. This is a crucial aspect of change management all too often overlooked because it is assumed either to be there or be irrelevant. That is an extremely risky calculation. Change management sponsorship If you’re wrong about
- [Preparation and Management](https://thechangeplaybook.com/thrust-data/preparation-and-management/) - A fundamental point in this change management Playbook is that effective change management is the result of extensive, specific preparation and vigilant management. A change’s success—or not—is largely set well before it actually happens. Understanding and knowledge of the environment, the people, and the history of change are essential to success. Success comes when change

## Resource Data

- [Representatives of impacted stakeholders](https://thechangeplaybook.com/resource-data/representatives-of-impacted-stakeholders/) - The project team should have representation from the impacted stakeholders and stakeholder areas. If there is only one stakeholder representative, that individual is representing the interests of all impacted roles within the stakeholder area. And, by extension, is the representative for the individuals filling those roles.
- [Project manager](https://thechangeplaybook.com/resource-data/project-manager/) - The project manager is in charge of and coordinates the underlying project giving rise to the need for “change management.” The project manager is the focal point for outside view of and into the project. (S)He manages budget and schedule, and reports on both to the sponsor and other interested executives. All project artefacts are
- [Change manager](https://thechangeplaybook.com/resource-data/change-manager/) - The change manager is typically a member of the project team assigned by Organizational Change Management. In most situations this person is to ensure activities are undertaken and performed to implement “change management.” Often, these activities are communication and training plus some extended work to account for various (readiness) assessments. If the organization is prepared
- [Representatives of impacted roles](https://thechangeplaybook.com/resource-data/representatives-of-impacted-roles/) - The project team should have representation from the impacted stakeholders and stakeholder areas. Within any given stakeholder area some job roles may be affected while others are not or are affected less. Roles are job titles representing performance of specific tasks. There ought to be a person on the team representing such roles. The representative
- [Sponsor](https://thechangeplaybook.com/resource-data/sponsor/) - The sponsor is typically a senior executive accountable for the underlying project. In most cases this will be the executive responsible for the area of the organization directly affected by and benefitting from whatever the underlying project will address. In a commercial environment, this is the most senior “client” executive: the guy or gal signing
- [Key project team](https://thechangeplaybook.com/resource-data/key-project-team/) - Key project team is a fluid collective that refers to those members of the project team that are particularly necessary for a given activity. This could be because they represent imminently impacted individuals or roles. Perhaps they have particular expertise or knowledge. Whatever the reason, key project team members are those individuals that the change
- [Representatives of impacted people](https://thechangeplaybook.com/resource-data/representatives-of-impacted-people/) - The project team should have representation from the impacted stakeholders and stakeholder areas. Within any given stakeholder area some job roles may be affected while others are not or are affected less. Roles are job titles that represent performance of specific tasks. For the organization to operate effectively, the role should be filled by an
- [Nominated team members](https://thechangeplaybook.com/resource-data/nominated-team-members/) - In some situations, particularly relevant to change management, the project may ask for employees to be nominated to participate in an activity. They may or may not be added to the main project team. A good example is testers or guinea pigs for training, to review work aids, or to provide a testimonial. There are
- [Line supervisors](https://thechangeplaybook.com/resource-data/line-supervisors/) - The term line supervisors is usually reserved for the manager or leader to whom the impacted individuals/roles directly roll up. It can and often does also include the next layer up in the organization’s hierarchy if/when that person/role has a close relationship with the impacted person/role. Line supervisors are frequently recruited—if only by organizational placement—to
- [Coaches](https://thechangeplaybook.com/resource-data/coaches/) - A coach, in our context, is usually a peer or specialist in the domain being changed, who has been prepared to provide real-time support and encouragement to those impacted. The coach is not a substitute for training. (S)he augments training provided to those impacted by reinforcing knowledge and/or understanding during “teachable moments” when the impacted
- [Corporate Communications](https://thechangeplaybook.com/resource-data/corporate-communications/) - Whatever the name the department bears in your organization, this is the official source of all written and graphic content. Sometimes these departments insist on performing creative functions; sometimes they are quite content setting the rules for what can be communicated and how, then approving communications for release. The Playbook identifies Corporate Communications as being
- [Learning & Development](https://thechangeplaybook.com/resource-data/learning-development/) - For change management, like Corporate Communications, Learning & Development is the repository of all things training in the organization. For The Playbook, “Learning & Development” is the name given to the department, but there are many, many variations even including “Training.” L&D tends to be part of or at least associated with Human Resources as
- [Performance Measurement](https://thechangeplaybook.com/resource-data/performance-measurement/) - Some organizations have gone all in—or have been all in—on “managing by the numbers.” There is truth to the saying that you can’t really improve something if you can’t/don’t/won’t measure it. For those organizations that have made the move to this approach, there will be a department whose function is to create, manage, and report
- [Marketing](https://thechangeplaybook.com/resource-data/marketing/) - Everyone knows the Marketing department. But isn’t it for helping sell the businesses goods and services or promoting the agency’s work? That is, isn’t it external facing? Yes and yes. Still, the marketing department is where you will find the people that either do themselves or work with external professionals to persuade customers, citizens, and
- [Organizational Change Management](https://thechangeplaybook.com/resource-data/organizational-change-management-non-project/) - Change Managers and change management in general is typically centralized and run through one department, sometimes called Organizational Change Management (OCM), just the same as Corporate Communications and Learning & Development. These are all support (staff) organizations. Whatever name is assigned to the team, it has many of the same characteristics as Corporate Communications and
- [Others supporting performance information collection/reporting](https://thechangeplaybook.com/resource-data/others-supporting-performance-information-collection-reporting/) - Beyond the Performance Management department (if there is one), other teams in an organization may aid in collection and reporting of performance information. These teams typically are part of data management (under somebody like Chief Data Officer) and strategy. The Controller (Comptroller) is also a good place to find analytics-directed people. Such people, teams, departments
- [People with institutional memory of similar experiences](https://thechangeplaybook.com/resource-data/people-with-institutional-memory-of-similar-experiences/) - “Old timers” are not to be trifled with. Well, they probably can be trifled with. But they should be—must be—sounded out when there is a project bringing change to the organization. People with institutional memory of other (similar) experiences are those old-timers that have seen this all before. History may not repeat or even rhyme
- [Impacted individuals](https://thechangeplaybook.com/resource-data/impacted-individuals/) - Impacted individuals are those people that will be directly affected in some way by the underlying project’s outcome. Typically, these people will be required to behave differently in their day-to-day activities and approach to fulfilling their role. Sometimes not merely a behaviour is impacted, requiring behaviour change as a function of the role filled, but
- [Impacted stakeholder administrators](https://thechangeplaybook.com/resource-data/impacted-stakeholder-administrators/) - To simplify communication and interaction with stakeholder areas for administrative tasks such as identifying employees, gathering communication coordinates, and scheduling, it can be beneficial to interact with a point person that can give those tasks the time and breadth of awareness (of the stakeholder area) they deserve. It is more effective for both the stakeholder
- [Employees (general)](https://thechangeplaybook.com/resource-data/employees-general/) - The employee is just that: anybody—rank and file through to executive—employed by the organization to perform work within its operations. Here, the word is usually applied to a mass of personnel not directly impacted by the underlying project, because those people are identified in some other class, such as “impacted individuals.” In The Playbook, employees
- [Stakeholder line executive/management](https://thechangeplaybook.com/resource-data/stakeholder-line-executive-management/)

## Tools Data

- [Excel sheet three](https://thechangeplaybook.com/tools-data/excel-sheet-three/) - This is a tool to help three persons do something. This is a tool to help three persons do something. This is a tool to help three persons do something.
- [Excel sheet two](https://thechangeplaybook.com/tools-data/excel-sheet-two/) - This is a tool to help two persons do something. This is a tool to help two persons do something. This is a tool to help two persons do something.
- [Excel sheet one](https://thechangeplaybook.com/tools-data/excel-sheet-one/) - This is a tool to help one person do something. This is a tool to help one person do something. This is a tool to help one person do something.

## Cluster Data

- [Cluster Three](https://thechangeplaybook.com/cluster-data/cluster-three/) - Cluster one is cluster one and contains plays four, five, six. Cluster one is cluster one and contains plays four, five, six. Cluster one is cluster one and contains plays four, five, six.
- [Cluster Two](https://thechangeplaybook.com/cluster-data/cluster-two/) - Cluster one is cluster one and contains plays four, five, six. Cluster one is cluster one and contains plays four, five, six. Cluster one is cluster one and contains plays four, five, six.
- [Cluster One](https://thechangeplaybook.com/cluster-data/cluster-one/) - Cluster one is cluster one and contains plays four, five, six. Cluster one is cluster one and contains plays four, five, six. Cluster one is cluster one and contains plays four, five, six.

## Move

- [Coach the coach sessions](https://thechangeplaybook.com/move/coach-the-coach-sessions-2/) - Good coaching requires skill not typically found among team “members” as opposed to team “leaders.” But the coaches are drawn from peers as well as supervisors.+ Unless coaches possess three things, this change management element will fail. To succeed, coaches must: have knowledge and some ability (or at least understand and support) viz. the changes
- [Review/update risk assessment (repeats)](https://thechangeplaybook.com/move/review-update-risk-assessment-repeats/) - Review Moves are essentially the same as assessment Moves. The distinction is that the review will be a periodic effort to ensure external forces—including changes to the underlying project—are being accounted for and adjustments are being made. Reviews are generally all the same except for the detail of what's being reviewed. Initial risk assessments provided
- [Review/test job aids](https://thechangeplaybook.com/move/review-test-job-aids/) - If job aids were planned and created for the project (e.g., cheat sheets, macros, manual and references, etc.) the activity is to review, test, and approve those support materials. Job aids are often the simplest way to communicate changes at a practical level at the right time. For some changes, they may even render training
- [Revise job aids](https://thechangeplaybook.com/move/revise-job-aids/) - This activity is to finalize development so the job aids are ready to release. It is valid if job aids are part of the change management program and earlier review of the work product indicated deficiencies (or they were simply incomplete).
- [Conduct coaching](https://thechangeplaybook.com/move/conduct-coaching/) - For this Move, action shifts to the coaches and impacted employees. This activity is the deployment of sessions for a coach to personally "train" employees through the extended transition from old to new. "Session," as used here, is any coaching interaction whether formally scheduled (en masse), scheduled between a coach and employee, or held impromptu
- [First performance report to targets](https://thechangeplaybook.com/move/first-performance-report-to-targets/) - This activity is to deliver the first performance metrics report(s) to targeted stakeholders. The report(s) should be sent or made available, depending on delivery approach, with a cover email that reiterates messaging in the earlier, preparatory notice. It may also be framed within a high-level assessment of the performance being reported (i.e., "very good uptake...
- [Repeat performance reporting to targets](https://thechangeplaybook.com/move/repeat-performance-reporting-to-targets/) - This activity repeats delivery of performance metrics reports to targeted stakeholders. Make the cover note a lighter touch but similar to the first release, reiterating the earlier messages more briefly and gently. If some assessment is provided, the high-level analysis framing can now use period-over-period improvement/decline trends. Executive recipients should be encouraged to publicly acknowledge
- [Review/update project change impacts (repeats)](https://thechangeplaybook.com/move/review-update-project-change-impacts-repeats/) - This activity is to adjust understandings both about the solution and the roles impacted assuming they may have evolved from the original or any earlier assessment. The goal is to stay on target about specific changes to be made and the specific roles to make those changes. The most important insight to bring of this
- [Assess coaching needs](https://thechangeplaybook.com/move/assess-coaching-needs/) - Using information generated about behaviour changes for impacted roles, the activity is to explore and identify ways to support and reinforce knowledge and ability training. Coaching is different from training, but similar basic considerations go into assessing coaching needs. Coaching approaches may follow proactive and reactive methods. These should both at least be considered. The
- [Brainstorm communications/messaging for behaviour change](https://thechangeplaybook.com/move/brainstorm-communications-messaging-for-behaviour-change/) - Change management is not (just) communication, but communication is critical to change management. So, it's appropriate for the organization's Corporate Communications to provide expertise and support for the most fundamental aspect of communicating change: the message(s). Frankly I would get the perspective of Marketing too. This activity is to ensure understandable and effective communication of
- [Target specific individuals and acquire contact information](https://thechangeplaybook.com/move/target-specific-individuals-and-acquire-contact-information/) - This activity is to identify specific individuals among previously identified groups and acquire their contact information. Impacted stakeholders and role groups should be identified already. Ultimately, all unique individuals in affected roles will be targeted and communicated with directly. Because that includes not only training and general communications, but also coaching, an important aspect of
- [Confirm targeted individual contact information and communications path](https://thechangeplaybook.com/move/confirm-targeted-individual-contact-information-and-communications-path/) - Like assessment Moves, confirmation Moves are all generally the same; only the details of what is being confirmed vary. Something is done or substantially underway. The work of finding contact information falls to an earlier Move. This activity is to confirm and ensure that direct contact information for all identified individuals is available. Also that
- [Develop training plan](https://thechangeplaybook.com/move/develop-training-plan/) - Using output from previous session(s), set and formally begin development of specific, multi-target training program(s) that account for the unique (behaviour) change needs of distinct roles. The goal is a method and schedule for development of a training program. The objectives, targets, and the delivery method(s) are to be defined along with expectations for content.
- [Review/update coaching plan (repeats)](https://thechangeplaybook.com/move/review-update-coaching-plan-repeats/) - This activity is to periodically evaluate coaching program creation and progress with an eye to any adjustment necessitated by new or altered content. Content change is likely to be specific to changes in planned training. It's not unusual for changes to arise, and for content to firm up as the underlying project proceeds. Specify how
- [Review/update training plan (repeats)](https://thechangeplaybook.com/move/review-update-training-plan-repeats/) - This activity is to periodically evaluate training program creation and progress with an eye to any adjustment necessitated by new or altered content. Content change is likely to be specific to knowledge training needs. It's not unusual for these changes to arise, and content will (continue to) firm up as the underlying project proceeds. The
- [Review/update performance metrics (repeats)](https://thechangeplaybook.com/move/review-update-performance-metrics-repeats/) - Like all other review Moves, this action is to revisit and affirm previous performance measures by which the change will be gauged, both for the underlying deployment's effect and the change management itself. The review can evaluate progress on practical work as well, if there has been any. If collection of data, creation of metrics,
- [Re-evaluate possible causes for resistance and responses (repeats)](https://thechangeplaybook.com/move/re-evaluate-possible-causes-for-resistance-and-responses-repeats/) - This activity is another review session to update understanding of potential resistance and appropriate measures to address it based on information and insights gathered since initial resistance planning.
- [Plan communication channels and media](https://thechangeplaybook.com/move/plan-communication-channels-and-media/) - This activity is to develop the plan and schedule for communications both (1) in its own right and (2) in support of the other elements of the change management plan (e.g., training, coaching, sponsorship). Your Corporate Communications should develop this plan based on the earlier workshops and discussion. The draft can then be refined with
- [Develop means to collect and report performance metrics](https://thechangeplaybook.com/move/develop-means-to-collect-and-report-performance-metrics/) - This activity is to initiate the work to deliver on the underlying project and change management performance metrics. This means getting data, manipulating the data into information, and reporting that information to those who can use it. This Move initiates assembly of those elements. As previously noted, there are two relevant potential areas for performance
- [Develop coaching plan](https://thechangeplaybook.com/move/develop-coaching-plan/) - This activity develops a specific, multi-target coaching plan that accounts for unique (behaviour) changes and support needs of individuals in distinct roles. The goal is a method and schedule for development of a program to train coaches and establish coaching periods and approaches. Based on earlier assessment, a plan to the level of work required
- [Review/update behaviour change needs (repeats)](https://thechangeplaybook.com/move/review-update-behaviour-change-needs-repeats/) - For both the project overall and change management specifically, there are a lot of moving parts that evolve as obstacles and circumstances warrant. That is reality. This Playbook deals in reality. While it may turn out that no material alteration to earlier conclusions is required, periodically ensure that is, in fact, appropriate. If alterations are
- [Assess training needs](https://thechangeplaybook.com/move/assess-training-needs/) - This activity is to expose specific knowledge and ability training required for identified roles. The objective is to determine the optimal approach to training employees for best effect. The organizations training team (Learning & Development) should be engaged to lead and determine the most appropriate training, the media or method for delivery, and timing of
- [Assess possible resistance and prepare responses](https://thechangeplaybook.com/move/assess-possible-resistance-and-prepare-responses/) - Resistance to behaviour change is to be expected. This activity identifies possible reasons and modes of resistance. The output is a robust list of possible resistance and corresponding prepared responses. Insights gained in the assessment of previous change efforts will be valuable. (If you are confident, especially insightful, flexible, and courageous, you can undertake this
- [Define project changes as specific behaviour changes for identified personnel](https://thechangeplaybook.com/move/define-project-changes-as-specific-behaviour-changes-for-identified-personnel/) - A very important step is to translate from general, project change into specific adjustments to be made to the individual behaviours of individuals in identified roles. This activity is to detail more completely and expand on the individual behaviour changes started earlier. The focus is to fully understand and anticipate precisely how individual behaviours will
- [Document goals for project change and change management](https://thechangeplaybook.com/move/document-goals-for-project-change-and-change-management/) - Presumably your change is driven by measurable and provable effectiveness improvement. The Playbook is premised on supporting this approach and applying it to the change implementation. Clear, measurable goals and proofs are of paramount importance. This activity is to determine and document the measurements by which both the project's implementation and the change implementation will
- [Identify impacted stakeholders to clusters of individuals; map goals/changes to those groups](https://thechangeplaybook.com/move/identify-impacted-stakeholders-to-clusters-of-individuals-map-goals-changes-to-those-groups/) - This action is to identify and account for every specific individual (usually in the form of "roles") that will have to make a change to what (s)he does. Every identified solution change will affect one or more specific, identifiable roles. Because every role is likely to be affected differently, the objective is to expose specific
- [Review details of change impact with project lead](https://thechangeplaybook.com/move/review-details-of-change-impact-with-project-lead-2/) - The entire purpose of the project should be fundamental and clear, especially any expected or required changes. The changes should be discrete to the level of individual activity change. Even though this is core to the project in every way, it is completely possible changes have not been broken down to the degree required. Often
- [Schedule training](https://thechangeplaybook.com/move/schedule-training/) - Scheduling is a straightforward activity required for many Moves within and beyond the Playbook. This activity is to schedule the delivery of the training program to impacted personnel. Because we're typically dealing with scheduling not only the participation of impacted personnel but others like trainers, we must be mindful of many calendars and availability. At
- [Test coaching material and remedy](https://thechangeplaybook.com/move/test-coaching-material-and-remedy/) - This activity is to test the efficacy of the coaching method(s) and materials in practice. We presume the coaching methods are not novel (i.e., are proven), so this test is really of how well the specific content is registering with employees. If we presume that coaches were effectively trained (as much as they were going
- [Perform training test and remedy](https://thechangeplaybook.com/move/perform-training-test-and-remedy/) - This activity is to trial the various training programs and formats on targeted individuals/roles, including material for coaches. The trial can be made at any stage of development and even multiple times for any given project. Typically the size of the test group and the specific insights being sought (from directional to detailed) will become
- [Engage coaches](https://thechangeplaybook.com/move/engage-coaches/) - Given that coaches may have been only recently recruited and contacted for that purpose (even brought to a "kick off"), it may seem unnecessary to contact them now. That would be suboptimal. Even if the group were already assembled to lock them in, there is a value to starting the group along its path sooner
- [Select test group for training](https://thechangeplaybook.com/move/select-test-group-for-training/) - Training program elements should be tested to ensure both that they work (especially training technologies) and they are accurate/effective. The first is like a sound check to confirm equipment is performing as desired; the latter is about rehearsing a speech so it resonates. Usually this is done with a group of people that undergo the
- [Acquire and finalize baseline rates and target for all metrics](https://thechangeplaybook.com/move/acquire-and-finalize-baseline-rates-and-target-for-all-metrics/) - It's probable that performance measurement work has been largely context-free. That is, the data, the metrics, the reporting have not been anchored to the situation, the change, best practice, and so on. This activity is to now determine and provide the starting point and goals for performance measurement. The baseline is relevant to the underlying
- [Develop report template(s) and analysis/recommendation format](https://thechangeplaybook.com/move/develop-report-templates-and-analysis-recommendation-format/) - It may be that performance reports do not require (re)development. Maybe there is a common report format. If this is the case, this Move will be very brief. Whether the requirement is ground-up development or application of an existing format, this activity is to finalize the look, feel, and expected content of performance report(s) and
- [Confirm reporting for performance metrics is on track](https://thechangeplaybook.com/move/confirm-reporting-for-performance-metrics-is-on-track/) - Like assessment Moves, confirmation Moves are generally the same; only the details of what is being confirmed vary. This activity is a review and "go" point for finalizing the capabilities to execute on performance metrics. It applies to the change management (adoption) metrics and may also apply to the underlying solution metrics as well. Work
- [Assess/update coaching program](https://thechangeplaybook.com/move/assess-update-coaching-program/) - Assessment Moves are generally the same; only the details of what is being assessed vary. The essential prerequisite is something underway. This activity is to review the coaching program and material in its entirety prior to final development and testing. The goal for the project and change managers, and any other interested stakeholders is to
- [Identify and recruit coaches](https://thechangeplaybook.com/move/identify-and-recruit-coaches/) - As we've argued, coaching is a valuable means of reaching employees to augment training, correct method, or encourage sticking with the change. Sometimes coaching is a valid alternative to training. Having coaches available is—obviously—critical to the success of the coaching element if it is being employed. Supervisors and trusted colleagues are particularly effective in this
- [Assess/update risks to change success](https://thechangeplaybook.com/move/assess-update-risks-to-change-success/) - Assessment Moves are generally the same; only the details of what is being assessed vary. The essential prerequisite is something underway. This activity is to revisit the resistance and risks that were developed earlier. For situational awareness of the change management program's success, risk assessments should incorporate risks to both underlying project deployment/success as well
- [Assess training program](https://thechangeplaybook.com/move/assess-training-program/) - Assessment Moves are generally the same; only the details of what is being assessed vary. The essential prerequisite is something underway. Whether or not it's based on some preparation and a plan is immaterial—except to the likelihood of being on track with the plan. Lewis Carrol captured the reason for a goal, preparation, and (maybe)
- [Create communication material](https://thechangeplaybook.com/move/create-communication-material/) - This Move assumes the messaging and communications plans are either approved or sufficiently stable for development to be done. This activity is to execute production of identified and developed communication materials and deliverables. The work may happen either up front or as needed, prior to a given communication being released. It is likely this content
- [Confirm source(s) for and availability of performance data](https://thechangeplaybook.com/move/confirm-sources-for-and-availability-of-performance-data/) - Earlier work with objectives that include securing data necessary for performance measurement reporting are in motion. This activity is to finalize data sources, data manipulation (manual or, preferably, automated), and report generation/distribution. This includes identifying the types of roles/groups to get reports, how reports will be provided/presented (email, online for download or as a dashboard),
- [Create job aids](https://thechangeplaybook.com/move/create-job-aids/) - Job aids can be a no-man's land of bad definition and dodgy responsibility. In this Playbook, job aids are part of training until production. But they can justifiably be considered "communications" as well. In truth, they are probably as closely aligned to basic communication as to training. (Our rationale, here, is that job aids both
- [Create training material](https://thechangeplaybook.com/move/create-training-material/) - Training is almost certainly required to some extent, and presumably a plan for it has been created. Of course, plans don't do anything. This activity is about creating and readying the content needed to train impacted people. In planning, we should have included all means of transmitting knowledge and skill, notably actual lessons as well
- [Create coaching material](https://thechangeplaybook.com/move/create-coaching-material/) - This activity is to prepare all elements of the coaching program required for peer coaches to perform. It will include method and message, support materials, and a coach the coach training session. Coaching material is generally dependent on (a) the type of coaching specified—reactive or proactive, and (b) the availability of training and communication content.
- [Create and post a success story](https://thechangeplaybook.com/move/create-and-post-a-success-story/) - A success story is an advertisement or promotion of... success. This activity is the creation, development, production, and distribution of a promotional success story. It has two broad target audiences and goals. First, it is to substantiate that the change happened and that those who participated (changed) succeeded. It is to reaffirm there was a
- [Identify employee(s) for testimonials](https://thechangeplaybook.com/move/identify-employees-for-testimonials/) - To prepare for development of a short, possibly video-based, peer example that will encourage/help reinforce behaviour change, one or more peer leaders need to be recruited. Optimally, identified employees would be respected or at least well-known peer leaders. It would be helpful for an identified employee not to be a regular corporate cheerleader or insider
- [Adjust coaching material to account for post-launch revisions](https://thechangeplaybook.com/move/adjust-coaching-material-to-account-for-post-launch-revisions/) - This Move assumes that (a) there has been feedback to change something about the coaching approach, and (b) evolutions to the underlying project's changes since creation of coaching material requires the coaching material to be updated. This activity is to revisit and revise the coaching program as necessary, including method and message, support materials, and
- [Conduct coaching review/update sessions with coaches](https://thechangeplaybook.com/move/conduct-coaching-review-update-sessions-with-coaches/) - A basic premise of the Playbook is that we rarely get things right in advance, especially the first time we try. So we spend a lot of energy on checking for ineffectiveness and making corrections. This activity is to conduct a session with coaches, after they have had experience coaching impacted people, to discuss that
- [Schedule post-release coaching sessions](https://thechangeplaybook.com/move/schedule-post-release-coaching-sessions/) - We recommend reactive coaching that responds to requests for help or observed "teachable moments" for coaching. Not only is it cleaner, it is readily distinguishable from training. If proactive coaching has been planned, the sessions need to be scheduled. That is the point of this activity. The form of the sessions may vary depending on
- [Adjust communication material to account for post-launch revisions](https://thechangeplaybook.com/move/adjust-communication-material-to-account-for-post-launch-revisions/) - It is extremely unlikely everything about the change plans will be ideal. Something probably ended up less than perfect when it encountered the reality of the situation. This Move, during the weeks immediately following launch, is the opportunity to correct errors in play and adjust those yet to be released. Immediate remediation of is essential.
- [Remind impacted stakeholders' Line Executive and Management (incl. Supervisors) of support expectations](https://thechangeplaybook.com/move/remind-impacted-stakeholders’-line-executive-and-management-incl-supervisors-of-support-expectations/) - If the change management program has been even half as full as the Playbook recommends, all stakeholders and participants will by now be well aware of the change. That does not mean they are necessarily aware (or remember) that it is now. Yet, most of them—if they are not the impacted people that are to
- [Provide supplemental training](https://thechangeplaybook.com/move/provide-supplemental-training/) - If the change warrants a second form of training, designed "booster" reinforcement training, or if the original training is to be available for repeat viewing and reference, the goal of this Move is to make that or those support tools available to all impacted stakeholders. The training material was planned, developed, and (probably) delivered as
- [Do Change Readiness Assessment (prelaunch)](https://thechangeplaybook.com/move/do-change-readiness-assessment-prelaunch/) - Earlier, the project team did a baseline Change Readiness Assessment. Now, in the week(s) before launch, it's time to reassess. Refer to Do Change Readiness Assessment (baseline) for detail on how to issue and complete a Change Readiness Assessment. This activity is to confirm that the project, the organization, the people, and the change management
- [Conduct training](https://thechangeplaybook.com/move/conduct-training/) - This Move's goal is to impart the specific knowledge and ability that impacted employees need for post-change behaviour. This activity is the implementation of the pre-launch training program as planned. Training is solution specific. It is typical to anticipate change being effective as of and affecting people on a given launch day. Many large scale
- [Provide coach the coach material to coaches](https://thechangeplaybook.com/move/provide-coach-the-coach-material-to-coaches/) - If impacted people are to be coached through the transition—or at least coaches are to be available to intervene and correct incorrect behaviour, those coaches need to be prepared. Earlier, for this we identified and confirmed a roster of coaches including both supervisors (whose job is at least partly to coach) and colleagues or experts.
- [Acquire and confirm recipients list for performance reports](https://thechangeplaybook.com/move/acquire-and-confirm-recipients-list-for-performance-reports/) - Performance-based improvement is great. It will not work if (a) those who can do something about it don't receive the information and (b) those who receive the information do nothing with it. Change management generally can't do much except nag (executives) regarding the latter. But we can ensure that everyone who needs to get the
- [Hand over control of project change performance metrics—if necessary](https://thechangeplaybook.com/move/hand-over-control-of-project-change-performance-metrics—if-necessary/) - This is essentially a repeat of Hand over control of outcome metrics reports. It is relevant if project authority persisted beyond the life of the project for change management and performance measuring. Projects end and the outcome they leave behind becomes the domain of the operational authority(ies). What a project creates and leaves behind should
- [Publish Lessons Learned report](https://thechangeplaybook.com/move/publish-lessons-learned-report/) - This may apply to both the project closure and to the change management closure, similarly to Ready and hold post mortem. This action is to produce a formal change management-specific Lessons Learned report and record for the project. A Lessons Learned report should summarize the highlights of the post mortem and include relevant performance measures
- [Ready and hold <i>post mortem</i>](https://thechangeplaybook.com/move/ready-and-hold-post-mortem/) - Every project ought to undertake a post mortem self-assessment to identify areas of success to repeat and areas for improvement. Change management, as part of the project, should be considered in that context. But for an organization's change management skills and capacity to improve, change management ought to conduct its own post mortem for the
- [Hand over control of outcome metrics reporting](https://thechangeplaybook.com/move/hand-over-control-of-outcome-metrics-reporting/) - Projects end and the outcome they leave behind becomes the domain of the operational authority(ies). A fail for the project is if what it has created and leaves behind is ignored, falls through the cracks, or is reversed when the project ends. This applies to performance reporting as well. Ensuring it doesn't happen with performance
- [Do Change Readiness Assessment (baseline)](https://thechangeplaybook.com/move/do-change-readiness-assessment-baseline-2/) - Usually between twelve and eight weeks prior to launch—certainly before any material change management action has been taken—is a good time to soberly take stock of how prepared the team and the impacted groups are for launch and the impending change requirement. This activity—echoed just prior to launch—makes a general assessment of whether the project,
- [Identify previous success/failure and form current resistance may take](https://thechangeplaybook.com/move/identify-previous-success-failure-and-form-current-resistance-may-take/) - This activity is to help understand critical success factors for behaviour adjustment of identified individuals/teams. These insights illuminate the strengths and weaknesses, traps and pitfalls of "how" the change is imposed and managed.+ It's hard to overstate that in addition to knowing the change itself (impact, purpose, goal), it is vitally important to understand the
- [Develop and post testimonials](https://thechangeplaybook.com/move/develop-and-post-testimonials-2/) - Testimonials are endorsements that use an apparently independent spokesperson providing a real, unbiased view of their experience. It is a fundamental use of social proof.+ The overt goal is for it to encourage those (a) who have as yet not been affected but soon will be and (b) going through the change who remain reluctant.
- [Review/update communications and messaging alignment to behaviour change goals (repeats)](https://thechangeplaybook.com/move/review-update-communications-and-messaging-alignment-to-behaviour-change-goals-repeats-2/) - As the final review prior to development, this activity is to confirm or adjust messaging both for stand-alone communication and as support for other change management elements so they remain in harmony with the project change, the behaviour changes required, and overall project goals as they may have evolved. Optimally, because it’s messaging, Corporate Communications

## Play

- [Align to project and situation](https://thechangeplaybook.com/play/align-to-project-and-situation-2/) - Whether you take the position that change management is as big as project management or that it is project support, either encompassing or synonymous with training and/or communication, being aligned with the underlying project is paramount. The work to align change management efforts to the project's goals and impacts is the essence of this Play.
- [Set goals and performance expectations](https://thechangeplaybook.com/play/set-goals-and-performance-expectations-2/) - The organization and underlying project may be performance-based. If so, there will (soon) be project goals and measures........
- [Find impacted individuals](https://thechangeplaybook.com/play/find-impacted-individuals-2/) - Change management for a project is not conducted at a 30,000-ft level—even though it may be developed and appear that way.
- [Use testimonials](https://thechangeplaybook.com/play/use-testimonials/) - Peer references and testimonials in favour of (behaviour) change are a powerful way to prevent backsliding due to dissonance and encourage laggards who have yet to change. But they need to be created, which is more intensive than might appear at first glance. What makes a good testimonial? How do you arrange one? How do
- [Ready coaches](https://thechangeplaybook.com/play/ready-coaches/) - Coaches that do not know what to do, let alone how to do it are a risk to success. How much coaches need to be prepared depends on how deep and complicated the behaviour changes are, and how receptive impacted people are to change generally and to self-guidance specifically. The work to have coaches ready
- [Train](https://thechangeplaybook.com/play/train/) - Training is teaching impacted people what they need to know and understand to make behaviour changes. A number of discrete, serial activities are implemented to execute training. These get more complicated as the situation gets larger/more diverse. The work to execute training is the essence of this Play.
- [Develop communications](https://thechangeplaybook.com/play/develop-communications/) - When the planning is done, messaging determined, and media/channels selected, the communication items and elements both to support other tactics and for communication in its own right need to be developed. This drafting, editing, harmonizing, and so forth comprises only two Moves, but is nevertheless quite complex. Whether Corporate Communications is handling it or you
- [Assess change readiness](https://thechangeplaybook.com/play/assess-change-readiness/) - Assessing readiness is fundamental for any leader of any operation. Change management is an operation that engages and expects to change targeted individuals and environment. So change readiness relates to both the team delivering the change and—more importantly—those expected to change. The work to baseline and then revisit the state of change readiness (prelaunch) is
- [Test training material](https://thechangeplaybook.com/play/test-training-material/) - Like everything else, training should be developed, tested, and revised as necessary until it is as effective as it can be. Testing training is usually circumstantial because each training type and each distinct role creates complexity—at least in delivery. Though seemingly simple, the work to test training materials/methods then remedy issues is the essence of
- [Develop coaching material](https://thechangeplaybook.com/play/develop-coaching-material/) - For a coaching program to be successful, assigned coaches need to be prepared and have material to assist them in supporting their colleagues. The work to convert ambitions and plans into methods and material to educate and support coaches is the essence of this Play.
- [Develop job aids](https://thechangeplaybook.com/play/develop-job-aids/) - Job aids need to be conceived, developed, tested, and produced. They have to be in complete harmony with training information and messages but remain a discrete work package. Fortunately, much of the content can be appropriated from training material. The work to create or secure content from training and messaging, and take the steps needed
- [Prepare for performance reporting](https://thechangeplaybook.com/play/prepare-for-performance-reporting/) - Performance reporting, even if enabled practically, requires many preparations before it can be executed and reports issued. This includes determining and describing what information will be exposed, ensuring practical access to data, creating and ensuring proper data transformations, and identifying recipients with a means to contact them. The work of taking performance measurement from being
- [Plan and prepare communications](https://thechangeplaybook.com/play/plan-and-prepare-communications/) - Communication underlies all change management and is a critical tactic in its own right. Many audiences need to receive messages from the project to know or to do things. Each impacted person will also be communicated to as part of another change management tactical activity (e.g., training scheduling). And a strategy for general communications is
- [Enable performance measuring](https://thechangeplaybook.com/play/enable-performance-measuring/) - Before change performance and change management efforts can be measured and tracked, the means to acquire needed data, compute it, report it, hold it, and so forth must be developed and enabled. The work to ready performance measurement for implementation is the essence of this Play.
- [Prepare for resistance and risks](https://thechangeplaybook.com/play/prepare-for-resistance-and-risks/) - Whether more generalized or specific to individuals, resistance is inevitable—and hopefully—"futile." It is therefore the primary, though not only change management risk to be identified, require preparation to address, and be managed. The work to thoroughly expose these risks, prepare for them, and (repeatedly) remain up-to-date and ready is the essence of this Play.
- [Plan coaching](https://thechangeplaybook.com/play/plan-coaching/) - Practical support/intervention at the time when behaviour change is expected to happen is a powerful change management tool. Whether delivered by supervisors, peers, or experts; whether proactive or responsive, teachable moments are the ideal point to adjust behaviour. The work to plan out an appropriate coaching program is the essence of this Play.
- [Plan training](https://thechangeplaybook.com/play/plan-training/) - Every change situation will require some training, be that a brief explanation/advisory or a full classroom curriculum. Even if the training challenge can be turned over to the Learning and Development department, getting ready to effectively train can be extensive. The work to determine the type of training and plan to deliver the right training
- [Close out and hand over](https://thechangeplaybook.com/play/close-out-and-hand-over/) - All projects end and eventually all good projects take steps to close out and hand over the changes to operational authorities. This should happen seamlessly. In tandem, capturing the experiences and lessons of the project for the future is just good sense. The work to close out the change management "project," including hand overs, post
- [Use success story](https://thechangeplaybook.com/play/use-success-story/) - For itself and for future projects, the project must tout its success(es). For those who participated and for those who will eventually be part of a material change project, proof of a job well done and an example of a smooth change can be important to define memories and frame anticipation. The work to create
- [Develop training material](https://thechangeplaybook.com/play/develop-training-material/) - Training doesn't just happen. Material that teaches the specific behaviour changes desired has to be created. The work to take the training plan to training-ready (for test) is the essence of this Play.
- [Focus on behaviour](https://thechangeplaybook.com/play/focus-on-behaviour/) - Change management is not about the mechanics of changes within the organization. It is about efficiently changing people's behaviour. Once the change(s) is/are specified and those that need to change are known, specifically applicable individual behaviours (a) as they exist now, (b) how they are to be in the future, and the gap between need
- [Coach](https://thechangeplaybook.com/play/coach/) - The core of the active coaching Play is coaches helping impacted people. During this period, however, a reassessment of efficacy and subsequent adjustment to materials and methods is in order. The work of providing coaching and improving the coaching tactic is the essence of this Play.
- [Report on performance](https://thechangeplaybook.com/play/report-on-performance/) - If you planned to distribute performance reports and prepared a recipient group to rely on receiving them, the result(s) now need to be transmitted to those recipients. The work to effectively put reports before recipients regularly is the essence of this Play.

## Step

- [Turn over](https://thechangeplaybook.com/step/turn-over-2/) - Turn over is about bringing the project and, more specifically, the change management activities to an end. Closing and delivering Presumably, some months have passed since the official launch day so there has been plenty of time to get the required behaviour changes made and locked in. There's been time to apply reinforcements and, even
- [Perform](https://thechangeplaybook.com/step/perform-2/) - The name Perform has two meanings. The more likely and obvious impression is this being the time to start realizing the benefits of the change. That may happen this soon. But the second meaning gives this step its name. We encourage better performance, measuring that performance, both to the underlying change's value (operational) and to
- [Remind](https://thechangeplaybook.com/step/remind-2/) - At this point the project is launched, the impacted personnel have been informed, educated, notified, and should be adjusting their behaviour as expected. Were it only that simple. Truth: Front-loading preparations, communications, and education does not eliminate the back-end work of continually reinforcing it. All the up-front work should make the back end easier and
- [Transition](https://thechangeplaybook.com/step/transition-2/) - This step of the Playbook is designated to last about 30 - 50-business days. In practice, it may be briefer or—more likely—need to be extended longer for particularly invasive or transformational changes. This step ought to continue as long as there is any relapse to behaviours that were to be replaced. In circumstances where employees
- [Train](https://thechangeplaybook.com/step/train-2/) - When shifting to Train, we presume the majority of development both of the underlying solution and change management support is, if not complete then absolutely solid and nearing completion. This step includes all activity to finalize and make all change management (and solution) elements deployment-ready. But, as the name suggests, now is when the change
- [Test](https://thechangeplaybook.com/step/test-2/) - Credibility is of paramount importance for both the underlying project and the change management activity. In some situations, credibility has been so damaged by past failures it may well be the overriding risk to the project. This is why everything done to institute change has to work properly. This Step in our lifecycle is dedicated
- [Develop](https://thechangeplaybook.com/step/develop-2/) - The Playbook considers the first step to be the key determinant of success for a change management program. Properly set yourself up for success (and luck), and it is likely to come. But in no way should that be read to suggest any other step is not important or can be overlooked. This step, Develop,
- [Prepare](https://thechangeplaybook.com/step/prepare-2/) - To properly prepare, two related but distinct sets of activities ought to take place. The first is often overlooked or given too little attention, while the second one is attended to more diligently but usually as a necessary evil. The first step is orienting the change management activities to the project specifically and within the
- [Learn Lessons](https://thechangeplaybook.com/step/learn-lessons-2/) - This last step, Learn Lessons, is about tidying up and ensuring the benefits of the change experience are captured to persist for future benefit. There may be some hold-over administrative and organizational activities required to transition performance management to an operational authority if these were not done during the prior step. There are also activities

## Categories

- [Uncategorized](https://thechangeplaybook.com/category/uncategorized/)
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- [Thrust](https://thechangeplaybook.com/category/thrust/)
- [Sponsorship](https://thechangeplaybook.com/category/thrust/sponsorship/)
- [Training](https://thechangeplaybook.com/category/thrust/training/)
- [Coaching](https://thechangeplaybook.com/category/thrust/coaching/)
- [Performance Measurement](https://thechangeplaybook.com/category/thrust/performance-measurement/)
- [Preparation & Management](https://thechangeplaybook.com/category/thrust/preparation-management/)
- [Moves](https://thechangeplaybook.com/category/moves/)
- [Plays](https://thechangeplaybook.com/category/plays/)
- [Communications](https://thechangeplaybook.com/category/communications/)
- [Tools](https://thechangeplaybook.com/category/tools/)
- [Theory](https://thechangeplaybook.com/category/theory/)
- [Overcoming Resistance](https://thechangeplaybook.com/category/overcoming-resistance/)
- [Practice](https://thechangeplaybook.com/category/practice/)
- [Leadership](https://thechangeplaybook.com/category/leadership/)

## Tags

- [Communications](https://thechangeplaybook.com/tag/communications/)
- [Training](https://thechangeplaybook.com/tag/training/)
- [Sales](https://thechangeplaybook.com/tag/sales/)
- [Change Method](https://thechangeplaybook.com/tag/change-method/)
- [Change recipe](https://thechangeplaybook.com/tag/change-recipe/)
- [Content contribution](https://thechangeplaybook.com/tag/content-contribution/)
- [Change moves](https://thechangeplaybook.com/tag/change-moves/)
- [Certification](https://thechangeplaybook.com/tag/certification/)
- [Change Manager](https://thechangeplaybook.com/tag/change-manager/)
- [Leadership](https://thechangeplaybook.com/tag/leadership/)
- [Genogram](https://thechangeplaybook.com/tag/genogram/)
- [Stakeholder](https://thechangeplaybook.com/tag/stakeholder/)
- [Stakeholder Management](https://thechangeplaybook.com/tag/stakeholder-management/)
- [Resistance](https://thechangeplaybook.com/tag/resistance/)
- [Persuasion](https://thechangeplaybook.com/tag/persuasion/)
- [Trends in Change Management](https://thechangeplaybook.com/tag/trends-in-change-management/)
- [Trends](https://thechangeplaybook.com/tag/trends/)
- [Change Management](https://thechangeplaybook.com/tag/change-management/)
- [Digital transformation](https://thechangeplaybook.com/tag/digital-transformation/)
- [Sustainability](https://thechangeplaybook.com/tag/sustainability/)
- [Agile Change Management](https://thechangeplaybook.com/tag/agile-change-management/)
- [Continuous improvement](https://thechangeplaybook.com/tag/continuous-improvement/)
- [Change analytics](https://thechangeplaybook.com/tag/change-analytics/)
- [Design thinking](https://thechangeplaybook.com/tag/design-thinking/)
- [Resilience](https://thechangeplaybook.com/tag/resilience/)
- [Automation](https://thechangeplaybook.com/tag/automation/)
- [Change leadership](https://thechangeplaybook.com/tag/change-leadership/)
- [Inclusivity](https://thechangeplaybook.com/tag/inclusivity/)
- [Change Management as a Service](https://thechangeplaybook.com/tag/change-management-as-a-service/)
- [Sponsor](https://thechangeplaybook.com/tag/sponsor/)
- [sponsorship](https://thechangeplaybook.com/tag/sponsorship/)
- [success](https://thechangeplaybook.com/tag/success/)
- [bottom-up change](https://thechangeplaybook.com/tag/bottom-up-change/)
- [politics](https://thechangeplaybook.com/tag/politics/)
- [power](https://thechangeplaybook.com/tag/power/)
- [hierarchy](https://thechangeplaybook.com/tag/hierarchy/)
- [organization](https://thechangeplaybook.com/tag/organization/)
- [Story](https://thechangeplaybook.com/tag/story/)
- [stories](https://thechangeplaybook.com/tag/stories/)
- [storytelling](https://thechangeplaybook.com/tag/storytelling/)
- [patterns](https://thechangeplaybook.com/tag/patterns/)
- [context](https://thechangeplaybook.com/tag/context/)
- [ambiguity](https://thechangeplaybook.com/tag/ambiguity/)
- [Change Fatigue](https://thechangeplaybook.com/tag/change-fatigue/)
- [Work-Life Balance](https://thechangeplaybook.com/tag/work-life-balance/)
- [Willpower](https://thechangeplaybook.com/tag/willpower/)
- [Psychology of change](https://thechangeplaybook.com/tag/psychology-of-change/)
- [Cognitive bias](https://thechangeplaybook.com/tag/cognitive-bias/)
- [Cognitive effects](https://thechangeplaybook.com/tag/cognitive-effects/)
- [Availability cascade](https://thechangeplaybook.com/tag/availability-cascade/)
- [Bandwagon effect](https://thechangeplaybook.com/tag/bandwagon-effect/)
- [Saying is Believing effect](https://thechangeplaybook.com/tag/saying-is-believing-effect/)
- [Ambiguity effect](https://thechangeplaybook.com/tag/ambiguity-effect/)
- [Illusory Truth effect](https://thechangeplaybook.com/tag/illusory-truth-effect/)
- [Salience bias](https://thechangeplaybook.com/tag/salience-bias/)
- [Availability bias](https://thechangeplaybook.com/tag/availability-bias/)
- [Curse of knowledge](https://thechangeplaybook.com/tag/curse-of-knowledge/)
- [Framing effect](https://thechangeplaybook.com/tag/framing-effect/)
- [Picture superiority effect](https://thechangeplaybook.com/tag/picture-superiority-effect/)
- [Heat maps](https://thechangeplaybook.com/tag/heat-maps/)
- [Communication](https://thechangeplaybook.com/tag/communication/)
- [Visualization](https://thechangeplaybook.com/tag/visualization/)
- [Data representation](https://thechangeplaybook.com/tag/data-representation/)
- [Roles](https://thechangeplaybook.com/tag/roles/)
- [Motivation](https://thechangeplaybook.com/tag/motivation/)
- [Relationships](https://thechangeplaybook.com/tag/relationships/)
- [Values](https://thechangeplaybook.com/tag/values/)
- [beliefs](https://thechangeplaybook.com/tag/beliefs/)
- [status](https://thechangeplaybook.com/tag/status/)
- [self-concept](https://thechangeplaybook.com/tag/self-concept/)
- [Culture](https://thechangeplaybook.com/tag/culture/)
- [Fear](https://thechangeplaybook.com/tag/fear/)
- [Psychology](https://thechangeplaybook.com/tag/psychology/)
- [self-identity](https://thechangeplaybook.com/tag/self-identity/)
- [self-realization](https://thechangeplaybook.com/tag/self-realization/)
- [narrative](https://thechangeplaybook.com/tag/narrative/)
- [change](https://thechangeplaybook.com/tag/change/)
- [behaviour](https://thechangeplaybook.com/tag/behaviour/)
- [behaviour modification](https://thechangeplaybook.com/tag/behaviour-modification/)
- [conditioning](https://thechangeplaybook.com/tag/conditioning/)
- [Vision](https://thechangeplaybook.com/tag/vision/)
- [Communciations](https://thechangeplaybook.com/tag/communciations/)
- [Strategy](https://thechangeplaybook.com/tag/strategy/)
- [Planning](https://thechangeplaybook.com/tag/planning/)
- [Method](https://thechangeplaybook.com/tag/method/)
- [Lean](https://thechangeplaybook.com/tag/lean/)
- [Agile](https://thechangeplaybook.com/tag/agile/)
- [Lean Startup](https://thechangeplaybook.com/tag/lean-startup/)
- [plot](https://thechangeplaybook.com/tag/plot/)
- [arc](https://thechangeplaybook.com/tag/arc/)
- [Practice](https://thechangeplaybook.com/tag/practice/)
- [Approach](https://thechangeplaybook.com/tag/approach/)
- [Iteration](https://thechangeplaybook.com/tag/iteration/)
- [Agility](https://thechangeplaybook.com/tag/agility/)
- [Overcoming resistance](https://thechangeplaybook.com/tag/overcoming-resistance/)
- [Follow through](https://thechangeplaybook.com/tag/follow-through/)
- [Finish](https://thechangeplaybook.com/tag/finish/)
- [Execution](https://thechangeplaybook.com/tag/execution/)
- [Delivery](https://thechangeplaybook.com/tag/delivery/)
- [Winner's Game](https://thechangeplaybook.com/tag/winners-game/)
- [Loser's Game](https://thechangeplaybook.com/tag/losers-game/)
- [Failure Rate](https://thechangeplaybook.com/tag/failure-rate/)
- [Skill](https://thechangeplaybook.com/tag/skill/)
- [Risk](https://thechangeplaybook.com/tag/risk/)
- [Behaviour Change](https://thechangeplaybook.com/tag/behaviour-change/)
- [infinite game](https://thechangeplaybook.com/tag/infinite-game/)
- [finite game](https://thechangeplaybook.com/tag/finite-game/)
- [Perception](https://thechangeplaybook.com/tag/perception/)
- [Crisis management](https://thechangeplaybook.com/tag/crisis-management/)
- [Crisis](https://thechangeplaybook.com/tag/crisis/)
- [Containing exuberance](https://thechangeplaybook.com/tag/containing-exuberance/)
- [Controlling change](https://thechangeplaybook.com/tag/controlling-change/)
- [Fiction](https://thechangeplaybook.com/tag/fiction/)
- [Selling](https://thechangeplaybook.com/tag/selling/)
- [Sell](https://thechangeplaybook.com/tag/sell/)
- [Faith](https://thechangeplaybook.com/tag/faith/)
- [Coaching](https://thechangeplaybook.com/tag/coaching/)
- [Preparation](https://thechangeplaybook.com/tag/preparation/)
- [Management](https://thechangeplaybook.com/tag/management/)
- [Focus](https://thechangeplaybook.com/tag/focus/)
- [Transformation](https://thechangeplaybook.com/tag/transformation/)