Once the change management proposal has been approved and the planning and consultation phase concluded, the next step is to commence implementing the changes.
The project plan and communications plan that have been developed in the planning stage of the process will direct the process. Progress should be tracked against key milestones in the plan.
Change management can be a challenging, complex and often lengthy process. Sometimes the direction may change as the plan for change evolves over time and therefore the process may take longer than initially anticipated.
The key steps to the implementation stage are outlined in the Change Management Framework.
Communication & consultation
People will react differently to change and at a different pace; for some the change will be welcome and for others it can be a concern; it is important that their reactions (be they positive or negative) are recognised and addressed appropriately. Ongoing communication and consultation is therefore an important aspect of implementing any change process. Consider how employee productivity and motivation will be sustained through the period of uncertainty.
Moving to implementation
Although change is an ongoing and evolving process, it is important to ensure that there is a mechanism to signal the change.
Suggestions for closure include:
- an article in an ANU newsletter
- an update on the intranet
- thanking staff for their input and participation
- team morning tea.
When implementation is complete you should prepare a final summary report to close off implementation. At a minimum, a formal notice of implementation will be sent to all staff involved which will trigger any other actions such as; a change in title, staffing, committee reviewing position descriptions and classifications or declaring positions surplus to requirement.
Resources
This section provides templates, tools and guidelines which may be used when implementing change
Advice and support
To find out more about the advice and support available for employees who are experiencing workplace change at ANU, visit the main organisational change page
Roles and responsibilities (refer to roles & responsibilities)
- As with the planing stage, it is important to allocate clear responsibility to task; the fact sheet on the right lists key roles and responsibilities in a change process.
- The need for skills development or other support may become evident in this stage as people assume new roles for example.
ANU resources
ANU has a number of resources available for those employees who are required to manage and implement change as well as for those who are experiencing change. Some examples are listed below together with resources from other sources
Programs offered through the Centre for Career Development
For managers/people implementing change |
For employees affected by/experiencing change |
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Finding Yourself in Change Please see the career development programs calendar for details. This program can be run specifically for the team / department subject to availability of facilitators. |
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Managing Yourself and Influencing Others | |
Online learning through ANU Pulse - a range of courses are offered. | |
Coaching for Managers | |
Resources for team building |
Other ANU resources
For managers/people implementing change |
For employees affected by/experiencing change |
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The Centre for Continuing Education offers a range of programs, including:
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The Centre for Continuing Education offers a range of programs, including:
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Further reading
Change management models
There are numerous models and theories on change management; some of the more well known are listed below.
- Kurt Lewin (1951) - Three-phase model of change (unfreeze, move or change, refreeze)
- John Kotter (1998) - 8 steps model
- McKinsey's 7-S model
- Prosci's ADKAR model 1998 (Awareness, Desire, Knowledge, Ability, Reinforcement)
- Elizabeth Kubler's Ross 1973 - Focuses on the cultural and people aspects of change