INNOVATION AND REFORM

Transcription

1 Caring for Older People Program Learning Module 2 CARING FOR OLDER PEOPLE PROGRAM LEARNING MODULE 2 Module 2

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3 CONTENTS /OVERVIEW ABOUT THIS MODULE 3 Who it s for 3 Why it is needed 3 How to use it 3 DEFINITIONS 4 Project Management 4 Change Management 4 CONTENTS/OVERVIEW BEFORE YOU START - A HEADS UP ON WHAT COULD BRING YOUR PROJECT DOWN 5 Why change initiatives fail 5 The people side of change is often the most neglected 6 Know how the different people affected by your workforce innovation project will react to it 8 USEFUL MODELS 10 1

4 2 SOME TOOLS & TEMPLATES 20 Template 1 Change Management Plan 21 Template 2 Agenda for Change Management Meeting 26 Template 3 Stakeholder Analysis Template 27 Template 4 Risk Assessment Matrix 28 Template 5(a) Action Plan 30 Template 5(b) Schedule of Activities 31 Template 6 Communication Plan 32 Template 7 Training Plan 35 Template 8 Resistance Management Plan 36 CONTENTS/OVERVIEW TELL US HOW IT WENT: Document and Feedback 38

5 ABOUT THIS MODULE This resource is for Project officers and their Managers involved in HWA Caring for Older People Demonstration projects. It draws on well established change management models e.g. Kotter s 8 Steps and ADKAR to help you anticipate and manage the dynamics you will experience through your innovation project, especially at the start. This module provides you with tools to both create a change management plan and to benchmark initial change management capacity, vision and expectations that will help you write the evaluation case study. Why it is needed When you wrote your proposal, you outlined why you need to change, what you need to change and how you need to change an aspect of the workforce that cares for older Australians. Now you need to determine how you are going to manage the changes required to achieve your objectives. Please note: During preparation, we have talked about building capacity for change leadership. At the simplest level you could say Leaders lead people and Managers manage tasks. Innovation projects require both functions. Your change manager will work with you using a peer coaching framework as you manage ongoing project and collaborative activities. This relationship will build your awareness and capability for both change management and change leadership through regular coaching conversations. You may already have well established change management processes within your organisation. The content of this module may be second nature and much simpler than you are used to or it might be new and more complicated. There is a wide range of capacity and experience within our project teams. ABOUT THIS MODULE How to use it This guide is one module in a learning series that Health Workforce Australia is developing to help you lead and manage your workforce innovation. Its purpose is two-fold: firstly to help you benchmark your initial change management capacity, vision and concerns and secondly to provide useful tools and templates to build capacity. It will be supplemented with further resources throughout the project period. This guide is a work in progress. We will further develop the resources in partnership with you over the 12 months so we end up with greatly improved versions of what we start with, so tell us what worked and what didn t how can this work be as simple, yet as rigorous as possible? Please tell us what you find useful from this module and share any other useful change management resources that you use or discover. 3

6 DEFINITIONS 4 Project Management: Change Management: Is the application of knowledge, skills, tools and techniques to project activities to meet project requirements. Project management is accomplished through the application and integration of the project processes of initiating, planning, executing, monitoring and controlling, and closing. * From PMBOK Guide, Third Edition Is the process, tools and techniques to manage the people-side of change to achieve the required business outcome. Change management incorporates the organisational tools that can be utilized to help individuals and groups make successful personal transitions resulting in the adoption and realization of change. DEFINITIONS Capability Area: Process: Tools/ Activities/Outputs Leadership for Change Change Management For further resources go to: Project Management Process and systems thinking Initiating, sustaining and spreading Involving users, carers, staff and public Personal and organisational development. Planning for change Managing change Reinforcing change * From Prosci s research-based methodology Initiating Planning Executing Monitoring and controlling Closing * From PMBOK Guide, Third Edition Creating a strategic and shared vision Aligning improvement with the vision Building a more receptive context Engaging and supporting communities of practice Individual change model Communications Sponsorship Coaching Training Resistance management Statement of work, Project charter, Business case Work breakdown structure, Budget estimations, Resource allocation, Schedule Tracking, Risk identification and mitigation Reports on performance and compliance

7 BEFORE YOU START A HEADS UP ON WHAT COULD BRING YOUR PROJECT DOWN Why change initiatives fail many project plans fail to deliver due to the following reasons i : no change champion or one who is too junior in the organisation poor executive sponsorship or senior management support poor project management skills selection of a one-dimensional solution political infighting and turf wars poorly defined organisational objectives change team diverted to other projects Therefore it is important to develop a robust change management plan to support the implementation of your project initiative. Change Management activities will run in tandem with your project management activities. The primary difficulty with change is that it is 10% logical/physical and 90% social/emotional. No matter how much we try to justify our proposed change with logic...or resources, change is tough because it is primarily cultural in nature. Cultures are primarily emotional, not logical. Those of us who value logic like to explain our preferences from a sensible framework but when it all boils down, emotion runs deep. Gene Appel Reflect & Record At this point it will be useful for you to record in your journal a baseline reflection on your initial feelings, thoughts and concerns about the change management process you are embarking on. As a starting point reflect on the following: What knowledge, skills and attributes do you bring that you think will be important in your change management role? BEFORE YOU START A HEADS UP ON WHAT COULD BRING YOUR PROJECT DOWN What do you think will be easy? What do you anticipate will be difficult what are the biggest change management hurdles you will face? What do you hope to learn about change management? 5

8 6 The people side of change is often the most neglected Managers often make the mistake of assuming that once a change is started, that employees will see that it is going to take place, and get on side. This is rarely the case. Because change causes fear, a sense of loss of the familiar, etc., it takes some time for employees to a) understand the meaning of the change and b) commit to the change in a meaningful way. It is important to understand that people tend to go through stages in their attempts to cope with change. Understanding that there are normal progressions helps change leaders avoid under-managing change or over-reacting to resistance. Robert Bacal Change is not the same as transition. Change is situational: the new site, the new structure, the new team, the new role, the new procedure. Transition is the psychological process people go through to come to terms with the new situation. Remember that change is external and transition is internal. William Bridges Reflect & Record Collect any other quotes on managing the people side of change that you find helpful. BEFORE YOU START A HEADS UP ON WHAT COULD BRING YOUR PROJECT DOWN

9 Flow of Change Scaffidi Hugh Jones Stable Renewal Stress Crisis Get More Info New stability BEFORE YOU START A HEADS UP ON WHAT COULD BRING YOUR PROJECT DOWN Reflect & Record What do you anticipate will be some of the greatest challenges when managing the people side of your workforce innovation project? What do you anticipate will be easy and enjoyable about the people side of change in this project? Record your answers in your journal. 7

10 8 Know how the different people affected by your workforce innovation project will react to it Different people have different reactions to change. This is a famous typology (Rogers E Diffusion of Innovators ) ii Innovators: They often lavish great time, energy and creativity on developing new ideas and gadgets. Early Adopters: Once the benefits start to become apparent, early adopters leap in. They are quick to make connections between innovations and their personal needs. Early Majority: Late Majority: Laggards: Early majorities are pragmatists, comfortable with moderately progressive ideas, but won t act without solid proof of benefits. They require guaranteed off-the-shelf performance, minimum disruption, minimum commitment of time, minimum learning, and either cost neutrality or rapid payback periods. And they hate complexity. They are conservative pragmatists who hate risk and are uncomfortable with new ideas. Practically their only driver is the fear of not fitting in; hence they will follow mainstream fashions and established standards. They are often influenced by the fears and opinions of laggards. laggards hold out to the bitter end. They are people who see a high risk in adopting a particular product or behaviour. Some of them are so worried they stay awake all night, tossing and turning, thinking up arguments against it. And don t forget they might be right! In the early stages, where you are focusing on early adopters, you can probably ignore the views of laggards, but when you come to work with late majorities you ll need to start addressing their criticisms, because late majorities share many of their fears. Go to the people. Live with them. Learn from them. Love them. Start with what they know. Build with what they have. But with the best leaders, when the work is done, the task accomplished, the people will say We have done this ourselves. Lao Tzu Chinese Taoist Philosopher BEFORE YOU START A HEADS UP ON WHAT COULD BRING YOUR PROJECT DOWN

11 Diffusion of Innovators Early adopters Innovators Rogers E (1985) High Early majority Propensity to act Late majority Laggards Get More Insight Plan celebrations at regular intervals throughout the project cycle (launch function, milestones and wind down event). BEFORE YOU START A HEADS UP ON WHAT COULD BRING YOUR PROJECT DOWN 9

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13 USEFUL MODELS When selecting your change management team get the right people on your team You will need to develop a change management team who will drive the implementation of the change Team members should represent a variety of functions, departments and levels in your organisation whilst representing a cross section from your key stakeholder groups. They also need to cover a cross section of change management capabilities They need to have strong communication skills, business influence, be committed to the change, know the business, be a team player and potentially hold previous change management experience ( note: not all members need to hold ALL of the recommended capabilities) The team must be able to commit time to the project The team may require some team development to provide a common understanding of the business issues that motivated the change and the future state for the organisation The team need to identify roles and responsibilities in the implementation of the change plan. USEFUL MODELS Set up to 3 initial team meetings to help consolidate your team momentum: A Teaming Meeting to help determine leadership, team roles, responsibilities, values and behaviours (Template 2) A Stakeholder analysis Meeting A Communications Strategy development Meeting 11

14 12 Capabilities you should look for within your change team Change management involves a complex set of knowledge, skills and attributes. Don t just look for people who know about workforce redesign or evaluation in your particular project area. You need other skills and knowledge too. The Change Management Institute in Sydney identified these as important: 10 Capabilities you should look for within your change team 1. The ability to facilitate change 2. Strategic thinking skills 3. Conceptual and analytical abilities 4. The ability to influence others 5. Coaching skills 6. Project management skills 7. Communication skills 8. Self management skills 9. The ability to facilitate meetings and workshops 10. The ability to lead professional development activities The program team decided these attributes and values were important in our team Resilience Leadership Innovation Capacity building Diversity and difference Collaboration and partnership Honesty, trust-worthiness, openness, & inclusiveness Respect, both personal and professional Results-orientation Optimism USEFUL MODELS Get More Info The Change Management Institute developed a white paper on Change Management Competencies. Download it and discuss with your sponsors and project team Reflect & Record What values, behaviors and attributes do your think are important in your team? Record in your journal and discuss in your early team meetings.

15 Useful Models All models are flawed some are useful Some people prefer visuals to understand a Model. Check out some of these sites for background on a variety of models. Models Key components More info ADKAR Model Awareness Desire Knowledge Ability Reinforcement 1. Preparing for Change 2. Managing the Change 3. Reinforcing the Change USEFUL MODELS Beckhard (& Harris) Equation Lewin Change Theory Change Approach Kotters 8 step Model Change = Dissatisfaction x Vision x First Steps Resistance to Change 1. Unfreezing 2. Change 3. Refreeze 1. Create Tension 2. Harness Support 3. Articulate Goals 4. Nominate Roles 5. Grow capability 6. Entrench Changes 1. Increase urgency 2. Build the guiding team 3. Get the vision right 4. Communicate for buy-in 5. Empower action 6. Create short term wins 7. Don t let up 8. Make change stick change_model.htm management_model.htm UnderstandingIceberg.aspx (click on meet the penguins) Get More Info Each project has been given a book outlining the ADKAR model in more depth. Read this book it will help. What else have you read or heard that helped you think about change management? Please share it with your change manager and workforce collaborative. 13

16 14 Change Management Methodology: Prosci iii methodology You may choose to develop your own Change Management Process and this one is only included as one example. Phase 1: Prepare for the Change Define your change management strategy Prepare your change management team Develop your sponsorship model USEFUL MODELS Phase 2: Manage the Change Develop change management plans Take action and implement plans Phase 3: Reinforce the change Collect and analyse feedback Diagnose gaps and manage resistance Implement corrective actions and celebrate successes

17 Phase 1: Prepare for the Change: Define your change management strategy A. Understand and clearly articulate what the change is and why it s required, and how to implement it (established during the project development phase). Define what the future will look like: List the benefits/outcomes of the project What will success look like? Determine if the changes required are policy, process, system or changed job roles and set change management goals (to realise the benefits) and milestones (SMART goals are Specific, Measurable, Achievable, Relevant and Timely) Define the scope of the change (Who it will impact see stakeholder groups) Identify some quick wins to build momentum USEFUL MODELS B. Site Readiness/ Establish Capability Assess your organisation to identify enablers and barriers to implementing the project Identify gaps and actions C. Analyse Stakeholder Identify key stakeholder groups ( up, down and sideways) and determine their degree of support for the project and their influence within the organisation (See Template 3) Ensure that stakeholders have an accurate understanding of goals and anticipated impacts of the project Identify training (facilitative learning) requirements across stakeholder groups Enrol stakeholders to participate in initiatives and to advocate / facilitate change D. Evaluate Determine how you are going to measure change success Determine intervals for monitoring change management progress 15

18 16 Prepare your change management team A. Identify the functions required and membership of your change team Strategically select members based upon harnessing support across all levels ( consider the variety of functions, departments, and levels). Remember the list of change management capabilities on p11 discuss with your sponsor Determine leadership and team roles and responsibilities, values and behaviours Consider their ability to commit time to the project Identify and undertake any team development required (don t skip this!) B. Design a Communication Strategy for the team Develop a communication plan ( who will get what, when, format and mode of delivery) Develop a feedback strategy to respond in a constructive manner Develop a plan to discuss and record lessons learnt and use them to inform next steps; schedule time to reflect together and make sure you do itensure alignment with strategic plan and organisational values Develop a plan for stakeholder engagement Identify structural and administrative change requirements USEFUL MODELS C. Develop a Risk Assessment/Management Strategy for the team Develop risk management strategies (including resistance management) Uncover and maximise opportunities to promote the change Prioritise threats and develop response plans Develop your sponsorship model A. Gain executive sponsorship Develop a plan for how to build greater support from those with the most influence Plan to make management commitment visible across the organisation

19 Phase 2: Manage the Change Develop your change management plans Your change management plan should include an/a: Action plan Communication plan Training/facilitated learning plan Business plan Resistance plan (Identify who is likely to lose what. Remember that loss of friends and close working colleagues is just as important to some, as status and power is to others.) USEFUL MODELS Take action and implement plans Monitor the actions within the Change Management plan (continuously assessing progress and if necessary revising the plan accordingly) Organise Education & Training (tools & techniques required for them to perform their role effectively as the changes are being implemented) Active resistance management 17

20 18 Phase 3: Reinforcing Change Collect and analyse feedback Collect feedback from those affected by the change using PDSA cycles. Make sure you let people know how you have acted on their feedback. Carry out compliance audits on new processes, systems and job roles Diagnose gaps and manage resistance Implement corrective actions and celebrate successes Review areas of resistance and work with sponsors and direct supervisors to work through strategies Identify areas of success for the project. Make these visible in the organisation to reinforce the change USEFUL MODELS Get More Info Use a variety of media to motivate people impacted by the project E.g. Gladiator Motivational clip E.g. Kotters penguins

21 Reflect & Record Write your answers to these questions in your journal or project reporting template on a regular (fortnightly) basis for discussion with your change manager: What we did/are doing well? What are some of the positive results we are already observing? What has been easier than expected? What has gone faster than planned? What we didn t/are not doing well? What has been more difficult? Slower? Best stories Bright ideas What happened that we did not anticipate? What have we learned about our process and ourselves? What is our plan of action for these things? What are the potential benefits of these solutions/possible costs? What have we overlooked? Who has surprised us by stepping forward or adapting well? Disappointed? Who needs to be affirmed and congratulated? How do we plan to do this? USEFUL MODELS Get More Insight Share your answers /thoughts with your team and project sponsor. Build this reflection into your project meeting agenda, reporting and coaching conversations. 19

22 20 Get More Info from these resources: Managing the human dimensions of change NHS Modernisation Agency Building and nurturing an improvement culture NHS Modernisation Agency Change Management website Businessballs.com Kotter International website com/kotterprinciples/ouriceberg/ UnderstandingIceberg.aspx USEFUL MODELS Change Management Institute Departments in your state or territory are likely to have good resources on their website e.g. managementinnovation/resources/tools.htm

23 TOOLS & TEMPLATES Template 1: Change Management Plan Template Use these sections to create your own Change Management Plan Agency and Project Details Agency Name: Project Name: Agency Project Contact Details Project Manager Full Name: Title: Business Division: TOOLS & TEMPLATES Street Address: Postal Address: Address: Telephone number: Project Phase Project Endorsement Recommended by Project Manager: Date: / / Accepted by Project Sponsor: Date: / / Accepted by Project Customer: Date: / / Key Stakeholder Endorsement Position Name Signature Date Example: Process of Business owner Example: Director of Nursing Example: Learning & Dev. Training Example: Communications Example: Organisational Development Executive Director Director/ Manager Director/ Manager Project Comm. Coordinator Director 21

24 22 Change Management Template continued... Change Management project Team (Template 2) Name Role in Team Phone Number Example: John Doe Project Manager Example: Jane Smith Change Champion Example: Peter Towns Communications Officer 1. Change Identification Type of Change: Policy change Job Roles Speed of change Fast Slow Scale of the change Large Small Process Change Other TOOLS & TEMPLATES Reason for the Change: Scope of Change: Department Systems Other People Work Groups Business Units Division Change of scope details: Describe who in the business it includes? How far reaching in the organisation is the change? Is it the same for each unit?

25 Change Management Template continued... Current Status: Where are you now? Describe the situation in the organisation currently Describe the problem What is the cause? Define the context and challenges surrounding your initiative Future Status: Where do you want to be? Describe what the future state will bring. Describe what it will feel like, what it will look like Describe what you will see people doing/saying Describe what roles will be affected in the organisation and how Describe what will improve TOOLS & TEMPLATES 2. Change Specifications: How will you get there? There will be a number of areas in the organisation that will be impacted on as a result of this change and each area needs to be given consideration Rational Do you need a new organisation structure? Do you need new systems? Will you need new processes? Non Rational What relationships will change? Will the culture embrace or reject this change? How will the stakeholders share information and transfer knowledge? Process Change: Does this change represent a completely new process for the organisation, or a different application of an existing process? What are the major changes to processes? (You may need to break this down into discrete components to allow tangible descriptions.) What is going to be done differently? (You may need to break this down into discrete components to allow tangible descriptions.) 23

26 24 Change Management Template continued... People Change: In the process of making this change, there will be an effect on people s job roles and responsibilities. Change will invariably confront may relationships, especially those that require a set of new behaviours. What roles within the organisation are affected, and how? What pre-requisites knowledge or training is required? What work practices will be affected? Is there a need for new relationships to be built? (third party) What new behaviours are required? Information Sharing: Throughout the process of change, information will be distributed and interpreted by staff in many different ways. It is this process that will be important in managing expectations and dealing with the rumour mill. What policies and procedures need to be changed? What are current methods of sharing information and does there need to be new ones developed? TOOLS & TEMPLATES Cost of Change: Understanding the real cost to the organisation in implementing a change initiative is one way of overcoming key barriers to successful change. Gaining the right level of resourcing is important. It should be considered upfront and periodically reviewed. What would be an estimate of the total cost of the activities required to carry out the change initiative? ( you may completed this in your project plan) Where will the funds come from? Risk Assessment: Attach Template 4

27 Change Management Template continued Change Methodology Stakeholder Analysis: See Template 3 Identifying the levels of participation of stakeholders involved in the change process allows you to make sure that a wide variety of interests are taken into account. This assessment of the change at each of the participation levels will provide you with valuable information as to how stakeholders may react to the change as well as whether you need to engage the stakeholders attracting and holding their understanding, buy-in and advocacy. What are the specific target groups/audiences that will be impacted by this change? Who might be able to help us the most? (Advocates, early adopters) Who might present the most resistance? Who will be the change levers (drivers)? Action Plan: See Template 5a TOOLS & TEMPLATES Schedule of Activities: See Template 5b Communication Plan: See Template 6 Training Plan: See Template 7 Identify the current level of skills and knowledge and behaviours of the group that will be impacted on. What pre-requisite knowledge do these groups need? What are the training strategies? Identify requirements for a training program Who will do the training? Who will fund the training? Resistance Plan See Template 8 25

28 26 Template 2 Agenda Change Management Team Meeting No. 1 Introductions The external picture / program overview (national approach, hypotheses, collaborative methodology, partners, timeframes, etc.) The internal picture / project overview Articulating the job ahead / managing the people aspect of the change Change Management Team Roles Team Roles and responsibilities Team Values and behaviours TOOLS & TEMPLATES Next Steps

29 Template 3: Stakeholder Analysis Template Stakeholder Their interests or requirements from the project What the project needs from them Perceived attitudes and/or risks Actions to take TOOLS & TEMPLATES 27

30 28 Template 4: Risk Assessment Matrix LIKELIHOOD A Almost Certain B Likely C Possible D Unlikely 1 Insignificant 2 Minor CONSEQUENCES 3 Moderated 4 Major 5 Catastrophic Medium High High Very High Very High Medium Medium High High Very High Low Medium High High High Low Low Medium Medium High TOOLS & TEMPLATES E Rare Low Low Medium Medium High Very High High Medium Risk Low Risk Do something to control the risk immediately Do something to control the risk immediately Do something about these risk These risks do not need immediate attention

31 Risk Assessment Table Risk No. Date of risk occurring Brief description of risk Low Medium High Mitigation Action Identify the risk and assess the significance and likelihood of it occurring and plan the contingency Identify the risk and assess the significance and likelihood of it occurring and plan the contingency Approval of commencement Date of commencement TOOLS & TEMPLATES Identify the risk and assess the significance and likelihood of it occurring and plan the contingency Identify the risk and assess the significance and likelihood of it occurring and plan the contingency Identify the risk and assess the significance and likelihood of it occurring and plan the contingency Identify the risk and assess the significance and likelihood of it occurring and plan the contingency Identify the risk and assess the significance and likelihood of it occurring and plan the contingency 29

32 30 Template 5 (a): Action Plan Activity (project, communication, training, audit) Responsibility Timeframe TOOLS & TEMPLATES

33 (b) Schedule of Activities Name of Task Duration Start Date End Date Resources Milestone One Activities Milestone Two TOOLS & TEMPLATES Activities Milestone Three Activities Milestone Four Activities Milestone Five Activities 31

34 32 Template 6: Communication - Organisational needs analysis Communication Profile 1. What are your organisation s current communication protocols? 2. What opportunities does your organisation present you for communicating? ( forums, etc) 3. What resources, skills and channels are available for communication? 4. Are there key messages that the change team wishes to communicate? 5. What responses do you hope for as a result of your communication activity? 6. Do you have specialist communication staff within your organisation? 7. Do you communication champions within your organisation? 8. Does your organisation have any non-negotiables in terms of communication issues? If so, what are they? Stakeholders 1. List your organisation s internal stakeholders (refer to organisational chart to identify those who need to be influenced, engaged or informed. This could include mapping the relationships amongst the stakeholders and also their communication strengths). 2. Which of these stakeholders are priorities for communication about the project? (List in order of priority, or cluster them as either primary, secondary target audiences.) 3. What does the stakeholder need to know about the project and why? 4. Who is responsible for communicating about the project with this stakeholder? 5. Will this stakeholder expect to be consulted on the project s activities? If yes, how often and in what form? 6. Will this stakeholder expect feedback about the project? If yes, what, how often, and in what form? TOOLS & TEMPLATES Get More Info Look in the Appendices for useful templates for stakeholder analysis and developing your communication plan.

35 Communication Date Audience What is the reason for the communication? When should the given message be communicated? What is the negative impact of communicating too soon or too late? How frequently should you repeat the message Who is the target audience of the piece of information? What are the needs, priorities and special interest of the audience? How can you best frame the message so that it addresses the audience s interests? Would you need to tailor a special message for each segment of the audience? How might they respond to the message and, if the response may be negative or open to misinterpretation, what else needs to be said? What are you trying to achieve as a result of this communication? What do you expect the target audience to do, say, think or feel as a result of this communication? TOOLS & TEMPLATES Risk Activities Key Messages Generally What is the worst thing that can happen if you communicate this information? What is the worst that can happen if you chose not to communicate this information? How badly can this information be misinterpreted? What can you do to minimise the misinterpretation and negative perceptions? What method and medium would you use to announce this message? What communication network would you use informal or formal? What are the essentials of the message? What is the most positive interpretation it can receive? What is the most cynical response it can receive? Are there resource implications for your communications strategy? How do you gain sponsors buy-in to the communication plan? Are there any restrictions on who can receive the communications? 33

36 34 Name of person as point of contact for all project communication: Audience Key messages Delivery Mode Date Location Example: Team Leaders Senior Managers Sender Example: Staff Users Sender Example: Project Manager Example: Supervisor TOOLS & TEMPLATES

37 Template 7: Training Plan Attach training schedule (If available) Session Learning Outcomes Objectives Length of training session Target Audience Delivery Mode Facilitator TOOLS & TEMPLATES 35

38 36 Template 8: Resistance Management Plan Key areas of resistance Actions to address resistance Responsible person TOOLS & TEMPLATES

39 REFERENCES i ii iii Everett M. Rogers, Diffusion of Innovations, Fifth Edition 2003, Free Press, New York, p221 Prosci: Formed in 1994, Prosci is an independent research company in the field of change management. TOOLS & TEMPLATES 37

40 TELL US HOW IT WENT (DOCUMENT AND FEEDBACK) 38 Feedback Date: / / Tell us what have you learned from this resource/experience? Which parts would you recommend? Which parts would you change or delete? Would you use this module again? Any other resources you found useful in doing this task?

41 NOTES 39

42 Managing Change Learning Module 2 Innovation and Reform: Caring for Older Perople Program 40