1. Lecturette 1: Leveraging Change through Strategic Planning
This lecturette outlines the components of a planned change process. This process is bumpy rather than smooth, complex and multifaceted, not simple and straightforward. There are three big ideas to anchor this work.
First, change is cyclical.
Second, change requires attention to the human as well as the technical aspects.
Third, both change and resistance are inevitable. Change leaders understand that by going slow and attending to enlisting commitment for the work, change can happen.
The following screens elaborate on some phases of effective change.
Copyright 2004 NIUSI

2. The Planned Change Process
Lecturette 1: Leveraging Change through Strategic Planning
The Planned Change Process
The Planned Change Process:
Think about the planned change process in three phases.
The first phase is Preparation. In this stage, change leaders consider the human as well as the technical aspects of change.
Who will be impacted by the proposed changes? In what ways will lives be complicated? In what ways will lives be improved? Whose interests are being considered? What kinds of discussions and information are needed to engage the community in the change process?
What are the technical components of the change process? What kinds of resources are needed? Are there new skills to be learned? How will learning occur and over what time period? What kinds of materials, resources, and technology are needed? Who will fund these needs?
What are the intended outcomes? Where is the organization now and what will it look like when the change is implemented? Compile evidence now so that change can be benchmarked and communicated to the community.
In the Implementation phase the plans needs to be rolled out using a carefully constructed timeline. People can make the change happen. Listen to them as they encounter the inevitable snags and complications. Problem-solve immediately and be prepared to offer extra resources to get the task done.
In the Sustainability phase attention is needed to ensure that the changes become part of the commonly accepted culture and activity cycles. Continue to assess regularly and communicate results to the participants.
Facilitator Instructions:
Provide participants with a concrete example of a change using these three phases of the planned change process. For example: when planning to implement a new reading program in a school there must be planning including who is involved and what resources are needed. Then it must be implemented. Finally, a sustainability program must be in place so participants have ongoing support in case they have questions about the new curriculum.
Copyright 2004 NIUSI

3. The Planned Change Process
Lecturette 1: Leveraging Change through Strategic Planning
The Planned Change Process
The Planned Change Process:
This is a visual representation of the elements of the Planned Change Process:
Preparation for change includes exploration, assessment and planning, and commitment building.
Implementing change requires simultaneous attention to multiple levels of the system. Keep in communication with people, attend to the challenges being faced, acknowledge barriers, and find ways to remove them.
Sustainability requires planned integration, assessment and ongoing growth. These steps are iterative and should be reevaluated as the change process progresses.
Copyright 2004 NIUSI

4. The Planned Change Process
Lecturette 1: Leveraging Change through Strategic Planning
The Planned Change Process
Step 1: Exploring:
Identify a need or opportunity for improvement or change
Involve Change Champions, Change Agents, or a Change Team
Clearly identify the key stakeholders
Build support and seed the organization for change
Contract for change by involving appropriate people
Step 1: Exploring:
Step 1 is the Exploration for the change process, specifically focusing on the people involved.
The need for change should be evident by using data from the system. Think about who will champion and lead the change. They need to be deeply steeped in why the change is necessary and be skilled in reframing concerns so that members of the organization understand why their lives are being disrupted. Create the kinds of discussion and planning groups that are needed to encourage change.
Identify a need or opportunity for improvement or change.
Involvement of one or more Change Champions, Change Agents, a Change Team, or some combination of each in a preliminary needs assessment and consideration of alternatives for change.
Clearly identify the key stakeholders, and explore ways to involve them in planning and managing the change process.
Build support and seed the organization for change (develop advocates, share information and ideas, etc.).
Contract for change by involving appropriate people in the design and negotiation of a change strategy that provides a clear vision of what needs to be done.
Facilitator Instructions:
Provide an example of the Exploring phase. This example may be continued through the remaining presentation.
Copyright 2004 NIUSI

5. The Planned Change Process
Lecturette 1: Leveraging Change through Strategic Planning
The Planned Change Process
Step 2: Assessment and Planning:
Develop a plan to gather the necessary data and information
Apply the diagnosis
Use the results for problem solving, action planning, and to modify the change strategy
Step 2: Assessment and Planning:
Step 2 is the Planning stage of the change process. Data indicates where the school is currently. It backs up the need for the change and will provide the proof that change is needed. Developing a plan based on the data allows progress checks against the original status – seeing if adequate change is happening. This provides opportunity to adjust strategies.
Develop a plan to gather the necessary data and information to clarify present realities, future ideals, and how to achieve the ideals.
Apply the diagnosis.
Use the results of the diagnosis for problem solving, action planning, and to modify the change strategy.
Facilitator Instructions:
Provide an example of the Planning phase. This example may be continued through the remaining presentation.
Copyright 2004 NIUSI

6. The Planned Change Process
Lecturette 1: Leveraging Change through Strategic Planning
The Planned Change Process
Step 3: Commitment Building:
Clarify roles of key players in the change process
Communicate the change vision to people who can influence, or will be affected by the changes.
Step 3: Commitment Building:
Step 3 centers on gaining Commitment from key stakeholders for the change. Involving other people in the change process provides a strong support system. These people can help with implementation, design, advertising, support, and cheerleading. Think about how to communicate the change to those who will be affected – how can this change happen as easily as possible?
Clarify roles of key players in the change process (Change Leaders, Change Agents, Change Champions, and Change Teams). Involve each as much as is appropriate in the design and implementation of the change program.
Communicate the change vision to people who can influence, or will be affected by the changes. Educate them on the change process, involve them when appropriate, and address their concerns and suggestions.
Facilitator Instructions:
Provide an example of the Commitment phase. This example may be continued through the remaining presentation.
Copyright 2004 NIUSI

7. The Planned Change Process
Lecturette 1: Leveraging Change through Strategic Planning
The Planned Change Process
Step 4: Implementing Change
Educate and train key players in paradigms and skills
Select and implement strategies and changes
Manage resistance to change
Build in reliable feedback mechanisms
Keep people focused on the vision
Step 4: Implementing Change:
Step 4 is the Implementation phase. This can be the hardest part of the change process. If the people aren’t prepared, it may be a difficult experience. Effective change-management skills help keep people involved and educated.
Educate and train key players in the paradigms (thinking patterns and models) and skills needed to start the changes.
Select and implement the appropriate strategies and changes.
Manage resistance to change.
Build in reliable feedback mechanisms to monitor and manage the change process, and to make needed adjustments.
Keep people focused on the vision.
Facilitator Instructions:
Provide an example of the Implementation phase. This example may be continued through the remaining presentation.
Copyright 2004 NIUSI

8. The Planned Change Process
Lecturette 1: Leveraging Change through Strategic Planning
The Planned Change Process
Step 5: Integrating Change:
Institutionalize changes
Follow-through on commitments
Reinforce, reward, and communicate successes
Learn from mistakes, make needed adjustments, keep people informed about progress, and integrate and culturize the changes
Step 5: Integrating Change:
Step 5 ensures the change has Follow-up Support. Change needs maintenance. Follow through on promises, maintain connections with change agents, and reward and reinforce successes.
Institutionalize changes by ensuring structures are aligned to facilitate and reinforce the desired changes. A team can be appointed to carry-out this important task.
Follow-through on commitments made in Stage 2.
Reinforce, reward, and communicate successes.
Learn from mistakes, make needed adjustments, keep people informed about progress, and integrate and culturize the changes.
Facilitator Instructions:
Provide an example of the Follow-up phase. This example may be continued through the remaining presentation.
Copyright 2004 NIUSI

9. The Planned Change Process
Lecturette 1: Leveraging Change through Strategic Planning
The Planned Change Process
Step 6: Assessing Progress
Conduct a follow-up diagnosis and use the results to:
Evaluate the program
Improve the program
Find opportunities for further development
Discover what can be learned from the change process
Step 6: Assessing Progress:
Step 6 evaluates the change progress. Learn from experience. Follow up on the change – how is it doing? Does it need improvement? What would you do next time?
Conduct a follow-up diagnosis and use the results to:
Evaluate the program
Improve the program
Find opportunities for further development
Discover what can be learned from the change process
Facilitator Instructions:
Provide an example of the Assessing phase. This example may be continued through the remaining presentation.
Copyright 2004 NIUSI

10. The Planned Change Process
Lecturette 1: Leveraging Change through Strategic Planning
The Planned Change Process
Step 7: Growing
Develop a renewal plan
Step 7: Growing:
Step 7 looks to the future. How will the change be maintained? How will it be shared with others? If change isn’t supported, it won’t be continued.
Develop a renewal plan to maintain gains, plan for future actions and improvements, share what has been learned with other parts of the organization, monitor progress, and prepare to respond quickly to needs for new directions.
Facilitator Instructions:
Provide an example of the Growing phase.
Copyright 2004 NIUSI

11. Lecturette 1: Leveraging Change through Strategic Planning
Questions
Questions:
This is a question and answer period. Limit it to 3 – 5 minutes.
Copyright 2004 NIUSI