1. Change Leadership Workbook
The Ottawa Hospital Leadership Development Institute

2. Total time for activity is approximately 45 minutes10
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Agenda
Getting Started
Page 2
10 minutes
Mapping the Change Landscape
Page 3
The Case for Change
Page 4
The “Why” Behind Change
Page 5
8 minutes
Conversation: The Invitation
Page 6
5 minutes
Insights & Actions
Page 7
2 minutes
Total time for activity is approximately 45 minutes
GETTING STARTED
This Workbook is designed to guide a learning conversation about change leadership.
The first step is to select a change project which will be used as your topic throughout the Workbook. It can be an enterprise-wide change affecting the entire Ottawa Hospital, or you can select a change that is specific to your department/unit.

3. Mapping the Change Landscape10
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Mapping the Change Landscape
One of the main challenges in change leadership is advancing several transformation agendas concurrently. Understanding the change landscape and the connections/disconnects between changes is an important first step.
What does The Ottawa Hospital change landscape look like for you? Fill in the empty boxes.
Large Enterprise-Wide Changes
New Civic Campus
Hospital Information Project
Sustainability Project
(Ernst & Young)
Just Culture
Additional Corporate Changes
Departmental/Unit Changes
Do you see natural points of integration/alignment between these changes?
Can you identify elements of potential conflict or mis-alignment between these changes?

4. A compliance approach to change will get you bodies, not souls.10
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The Case for Change
There are two types of change: behaviour and mindset change.
CHANGE
BEHAVIOUR
MINDSET
ROUTINE
DISRUPTIVE
If you are working on a change in behaviour that is routine, then no change management consideration is in order. However, if your change either involves a behaviour change that is significant enough to feel disruptive to the employee, or if you are actually trying to change a mindset, then consideration of change support is appropriate.
Discuss the change that you have selected as your topic for the Workbook and consider:
Is it a change in behaviour? If so, is it routine, or is the nature of the change disruptive?
A compliance approach to change will get you bodies, not souls.
Does your change also include a desire to shift mindsets?
If so, in what way?

5. The “Why” Behind Change8
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The “Why” Behind Change
The single biggest factor leading to change failure is a weak expression of the ‘’why’’ behind the change.
The ‘’why’’ must go beyond an empirical case for change and speak to the felt need of the change at the emotional level.
How would you express the ‘’why’’ behind your change?
“In the case of a major transformation, you want people trapped between fear and hope. For people to make a significant shift, the cost of staying where they are has to be greater than the cost of changing.’’
– Daryl Conner, Managing at the Speed of Change

6. Conversation: The Invitation5
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Conversation: The Invitation
‘’Very great change starts from very small conversations, held among people who care.’’
– Margaret Wheatley
Conversation is the smallest unit of change. The lifeblood of change communications is conversation. The goal is to offer multiple onramps for dialogue that helps shape shared meaning.
What are ways that you can encourage conversations about your change?
Consider formal and informal opportunities, as well as in-person and digital opportunities for conversation.

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Insights & Actions
Thinking back on your exploration of the change landscape, the case for change and opportunities for conversation, what key insights or action items emerge?