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STEPS TO SUCCESSFUL CHANGE MANAGEMENT “Change management is any action taken to smoothly transition a business process encompassing an individual or group from a current state to a future state of being.” (Varkey & Anotonio, 2010) According to national experts, there are several key components to managing organizational change. The Center for Sharing Public Health Services in collaboration with Michelle Poché Flaherty, City on a Hill Consulting, offer local public health leaders ideas and tips for successfully managing change. For more information, view the presentation slides for Managing Change (PDF). The following change management steps were created by one of Minnesota’s community health boards that underwent an organizational change involving cross-jurisdictional sharing of public health services. The steps are aligned with information presented by national change management consultants. The grid is intended to be a working document where others seeking to successfully manage change can note actions taken by their agency during each step of the process. STEPS THINGS TO CONSIDER Assess readiness for change ■ ■ ■ ■ ■ Establish a sense of urgency ■ ■ ■ ■ ■ Assemble the steering team ■ ■ ■ ■ ■ ■ ■ ■ ACTIONS TAKEN Participant interest Perceived chance of success Management support Correlation with goals and values of the organization Financial resources Project will be visible Executive leader strength Convince that change is the only appropriate response to move forward Status quo is more dangerous than moving forward External forces (accreditation) Planner/coordinator to monitor progress and has relevant external and internal knowledge Credibility Connections Formal authority Managerial skills Leadership skills Content expertise (MCIT, MDH) Facilitator 1 STEPS THINGS TO CONSIDER Create an implementation timeline ■ ■ ■ ■ ■ Pilot test ■ ■ Disseminate the change ■ ■ Anchor change within the organization ■ ■ ■ ■ Communicate ■ ■ ACTIONS TAKEN Address how the change will affect the people, culture, performance, technology, structure, workday and processes Set specific phases with necessary tasks to be completed with leaders assigned to the tasks Prepare for unanticipated problems Plan for resistance to change Support those with low change tolerance, but when necessary force change Innovators and early adopters participate in the pilot Plan simple and surefire wins, then celebrate those milestones Let others know about the: Elements that created success Elements that did not create success Steps to change Throughout, maintain the urgency around the need to change Train current employees Redistribute personnel Discontinue or modify old processes in light of advances Create standard practices Empower participants to take part in the change process Use phone calls, partner websites, posters, meetings, emails, memos, and one-to-one dialogues 2 SAMPLE COMMUNICATION MATRIX One-on-one Meeting Telephone Email Memo MDH Health Partnerships Division weekly weekly weekly weekly Public health directors weekly weekly weekly weekly monthly monthly Steering committee monthly County commissioners monthly County administrator monthly Program managers/ supervisors Agency staff weekly monthly weekly weekly monthly Etc. Etc. 3 monthly monthly weekly weekly monthly monthly Newsletter
