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The ChangeMap approach is based on groups of people working together, using very visual and engaging paper-based materials that guide a series of in-depth discussions around the subjects concerned. They have been used in the vast majority of client assignments we are involved in as they are so effective in achieving the desired changes. The approach allows people to learn quickly and effectively from the materials and each other, rather than being spoon-fed other people’s conclusions.
The core materials enable people to have a structured dialogue that has been determined by the content and assignments that have been designed. People sit in small table groups where they will have in-depth discussions. These are then followed by active facilitation where the key points are drawn out and summarised before moving on to the next topic. They can be run in large groups of several hundred as well as small local teams in the workplace.
Whatever the size of programme we are developing, it starts in the same place and follows the same process. The first thing we always do is develop a one-page story that provides the framework from which to build the programme.
- What’s the current reality in the organisation, what is going wrong, what’s good that must be retained and what needs to stop?
- What is driving the need to change; is it internal, external or a combination of both?
- What is going to make the change happen? Is it a new set of processes or systems, a new strategy or set of priorities or is it a new vision and brand?
- What are people required to do? How will they adopt the changes in the way they act, over what time and what is the desired outcome?
Once we have the story we start to learn more from you. With a combination of desk research, interviews with some of your key people and external research, we start to flesh out the programme and the development process begins. We discuss the formats that could be used and are likely to have the greatest impact in your culture, we agree the key timeline and what the measures of success will look like, and we agree the outline programme with you.
Regular Programme Board meetings drive the project process and lead towards one or two Developmental Pilot tests. These are critical to the whole process in that they allow us to see in a ‘live environment’ the conversations we are creating and the conclusions participants are drawing. From these we can make essential revisions to the programme content. During the development process we work with your brand guidelines to match the look and feel of your brand. An implementation plan is then discussed and agreed with you:
- How will your leaders get involved: a large-scale conference, a series of Regional workshops, team meetings that cascade across your business?
- Who will facilitate the role out; internal HR professionals, line management or external professionals that we can provide?
- Who will be your internal ambassadors for the programme and what will their role be?
- Over what time scale will you role out the programme?
The final stages of the development process are when the materials are signed-off in the required formats and Facilitator Training sessions are run where needed.
