Change Insight Tool Results

Dear Reader,

The following report has been constructed based upon your responses to the questions within the Change Insight Tool. The report details the strengths and soft spots of your current change effort in relation to the 8-step model detailed in The Heart of Change. Based on processes that are explored in the book, it also offers suggestions on how you can overcome the obstacles that frequently derail change efforts.


You may wish to share these results with your colleagues or encourage them to take the survey themselves as a means of stimulating discussion about where your change initiative currently stands as well as where it might be headed. For more information on using any of the tools and techniques mentioned in the report, click on the following link to visit the Performance, Learning and Change section of www.dc.com, which can be found under the Services menu. Or order the book from Amazon.com.



Step 1) Does Your Organization Have an Increased Sense of Urgency?

There appears to be an increased sense of need and urgency surrounding your change effort. When urgency exists, it becomes much easier to obtain the cooperation necessary to make the change happen and to sustain its momentum over the long-haul. As a result, the transformation has a better chance of getting off the ground and of making it to the finish line.

(Note: For more information on how to maintain an increased sense of need and urgency, please refer to Step 1 in The Heart of Change.)

Step 2) Has Your Organization Built an Effective Guiding Team?

Your responses suggest that your organization has assembled an effective guiding team, or coalition. This team should play a vital role in generating the support, energy and speed needed for your change effort to succeed. In a successful large-scale change, a well-functioning guiding team should also be responsible for answering the questions required to produce a clear sense of direction and vision.

(Note: For more information on how to facilitate teamwork within a guiding coalition, please refer to Step 2 in The Heart of Change.)

Step 3) Has Your Organization Gotten the Vision Right?

It appears that your organization has set a clear direction for your change effort and it has embraced a vision that is sensible. With a focused, practical vision that people can visualize and internalize, it becomes easier for the guiding team to make good decisions. This, in turn, helps people to feel motivated so they want to take action in the right direction. As a result, the change initiative has a much better chance of success.

(Note: For more information on how to refine the vision for your change, please refer to Step 3 in The Heart of Change.)

Step 4) Do Your Change Leaders Communicate the Vision to Create Buy-in?

Your responses indicate that the frequency and/or quality of your organization's change communications appear to be adequate. Communicating effectively sets the stage for the following step in the change process: getting people to act. With a shared understanding of the business vision and the strategies used to achieve it, people are more likely to buy-in to the change and to overcome resistance caused by confusion, anger, mistrust and anxiety.

(Note: For more information on how to sustain effective communications throughout the change process, please refer to Step 4 in The Heart of Change.)

Step 5) Does Your Organization Empower Action?

Your input suggests that your organization is empowering people to take action. In other words, your leaders are helping people to carry out the vision by removing barriers and encouraging them to take risks and to be innovative. Moreover, you do not seem to be falling into the common trap of thinking that empowerment means taking power away from some and giving it to others. As a result, your change effort has a better chance of enlisting the broad-based support it needs to carry through to completion.

(Note: For more information on how to continue to generate and celebrate short-term wins, please refer to Step 6 in The Heart of Change.)

Step 6) Does Your Organization Create Short-term Wins?

Your feedback suggests that your organization is creating short-term wins. Short-term wins are necessary to build the credibility needed to sustain the change effort over a long period of time. When they are visible, timely, unambiguous and meaningful to others, they play a key role in maintaining the momentum needed to succeed.

Step 7) Is Your Organization Consolidating Gains and Producing Deeper Waves of Change until the Initiative is Complete?

It seems that your organization is committed to continuing with wave after wave of change until a complete transformational vision becomes a reality. Often organizations let up too soon because successes along the path to change can send the message that all is well and the pressure can be relaxed. Effective change leaders guide the team around this obstacle by keeping urgency up -- while keeping a feeling of false pride down -- and by not declaring victory prematurely.

(Note: For more information on how to build upon the momentum created by short-term wins to complete the change effort, please refer to Step 7 in The Heart of Change.)

Step 8) Is Your Organization Making Change Stick?

Tradition is a powerful force that can reverse the progress of a change effort with remarkable speed. Your responses indicate that your organization appears to be creating a new, supportive and sufficiently strong organizational culture to anchor the change. Cultural shifts tend to occur at the end of the change process only after the new way of operating has been shown to succeed over some minimum period of time.

(Note: For more information on how to create a supportive culture, please refer to Step 8 in The Heart of Change.)

Step 9) Has your organization become adept at using the see-feel-change pattern to impel people to behave differently?

It appears that your organization is successfully using the see-feel-change pattern to further its transformational efforts. Many organizations make the mistake of relying too heavily on data gathering and analysis to modify people's behavior. Changing behavior, however, is less a matter of giving people analysis to influence their thoughts than helping them to see a truth to influence their feelings. Seeing what the problems are; feeling an urgency to solve them; and being emotionally compelled to act is the fundamental process that lies at the heart of every successful change effort. The most successful organizations apply this pattern in each segment of the 8-step model.

(Note: For more information on how to apply the see-feel-change pattern, please refer to the introduction and conclusion of The Heart of Change.)

Going Deeper into See-Feel-Change
After reviewing this report, you should have a good feel for where your change initiative stands. Although the steps do not always have to be followed in order, each must typically be addressed at some point in order for the effort to succeed. If you would like to learn more about how organizations have succeeded at each step in the process by helping people to see the issues so they feel the need to change, please click here to order a copy of the book. To find out how Deloitte Consulting can assist your organization, please visit the Performance, Learning and Change section of www.dc.com.


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