Change Management Model: The CHANGE Approach ©

Our organizational change management model exemplifies a disciplined change management process for
leading and managing change. It will guide you from the initial good idea through to eventual
institutionalization of the new way of working. Working methodically through the six change management
phases ensures that you complete the essential activities for successful change: creating a sense of urgency,
gathering support, agreeing objectives, clarifying roles, building skills and systems, and operationalizing the
new environment.

Each phase is characterized by a set of key questions. Answering these questions will help you identify
which stage you are in and whether you are ready to proceed to the next stage of the change management
process. If you cannot answer one or more questions fully, do more work in that phase before moving to the
next.

• Is there a clear and compelling reason for adopting this change

program?
• Is it clear how, when and where this change will happen?
• What is required to keep the initiative moving forward?
• Is the objective data needed to convince the skeptics available?

• Do people feel the urgency to change?

• Who are the stakeholders in this change?

• What are the motivators for each stakeholder?
• Does the senior executive team support this change?
• Has a communication plan been developed?

• Are all stakeholders engaged in the change process?

• Do stakeholders take ownership of the vision and goals?

• Are program goals SMART goals?
• Are people involved in devolving the goals to lower levels of the
organization?
• Are implementation plans in place supporting attainment of
goals?

• Are performance measurement and reporting systems set up?

• Are change management and new operational accountabilities

clear?
• Are the right people selected for the right roles?
• Do people with responsibilities have the necessary skills?
• Are project management principles and methods being used?

• Is the proportion of goal and task assignment appropriate?

• Is the training plan sufficiently scoped and adequately
resourced?
• Are teams being developed and supported for high
performance?
• Is support in place ensuring transfer of training to the
workplace?
• Is there a focus on soft skills as well as technical skills?

• Do information, human resource and other systems support the

new operational environment?
• Are performance results reported and successes celebrated?
• Is planning sufficient to ensure some quick wins?
• Are remuneration, rewards and recruitment systems aligned
with the change objectives?
• Are new meanings provided through creating workplace
symbols?

• Do managers and supervisors lead by example?