1. Change Phases for Projects
The five phases of a structured approach to manage change
There are lots of change management models with phases – some are about the emotional phases people go through (see William Bridges or Elisabeth Kubler-Ross), some are about the actions of the change leader (see John Kotter), some are about the behavior of people (see Daryl Conner). The model we offer here is a process focused on what a project would do to proactively manage a change.
Why is this important?
Applying a structured approach is helpful for everyone involved to understand how change is managed proactively. During a project it helps people understand what’s happening and why, and how concerns are addressed.
Where did this come from?
We created this process based on a lot of project experiences – from multi-million dollar programs to small-team projects, using Agile practices, waterfall methodology and much less formal project management traditions. These process phases can be very useful and logical for change initiatives.

2. 5 4 3 2 1 The Phases of Change Completing Implementing Planning
A structured change management approach typically follows these phases.
Completing
What will help sustain adoption?
What was learned for the next change? 4
Implementing
How are people responding?
What are the signs of adoption? 3
Planning
How will barriers be overcome?
What will make it easier for people to adopt the change? 2
Investigating
Who is involved?
What does the change mean to them? 1
Getting Started
What is the change?

3. You are… solidifying the vision1
Getting Started
You are… solidifying the vision “
What is the change?
What’s happening in the environment
Curiosity, questions, excitement, nervousness, skepticism and denial – it’s a mix of emotional states and behaviors, plus lots of rumors about whether or not the project will even happen.
What to do
Acknowledge things are just getting started and not everything is known yet. Communicate the basics of the project to address questions. Start a process for keeping people informed on a regular basis. Build trust by keeping the regular updates going. If you don’t have anything new to share, say that and say when you’re likely to have more information to address the questions people have.

4. You are… gathering stakeholder input2
Investigating
You are… gathering stakeholder input “
Who is involved?
What does the change mean to them?
What’s happening in the environment
Once you begin to ask stakeholders questions about how big the change is for them, the organization begins to believe that the change effort is real. At that point the change process has begun because people will start to internalize what it means to them. You will see even more pronounced versions of behaviors and emotions you saw in phase 1 – curiosity, questions, excitement, nervousness, skepticism, denial, etc., etc.
What to do
Get more serious about communication. Be deliberate and proactive with communicating the basics of the project and why it’s happening. Declare how people will be kept informed and stick to those promises. Talk about what’s changing and what’s not changing. Provide certainty wherever you can to bring calm to the organization.

5. You are… deciding what to do3
Planning
You are… deciding what to do “
How will barriers be overcome?
What will make it easier for people to adopt the change?
What’s happening in the environment
People that are willing to participate in the change process start coming forward. Those that have a real interest and who have concerns show up. They’ll ask questions and offer suggestions and maybe even offer to help.
What to do
Recruit those that want to get involved. Think about how they could positively contribute to leading change among their spheres of influence. Their role in the organization and willingness to commit their time are factors to consider when deciding how they can best participate.

6. You are… executing the plan4
Implementing
You are… executing the plan “
How are people responding?
What are the signs of adoption?
What’s happening in the environment
You’re in full swing now – this is when the surprises pop up. If you’ve done a good job in the Investigating phase you’ll have a pretty good idea of what to expect and will have done your best to mitigate adoption risks in the Planning phase. You may get some crazy complaining and what may seem like irrational behavior. This is normal and potentially even a good sign – it means people are engaged and struggling, as opposed to ignoring the change and checking-out.
What to do
Your job is to be ready and react calmly, constructively – to be alert to feedback but not be derailed by it. Approach people with a high amount of empathy, sincerity and confidence in them. Try to stay away from blaming anyone for difficulties that arise, including yourself, and keep the focus on resolving concerns quickly and with respect for everyone involved. Find the positive in the situation and reinforce the progress people are making.

7. You are… learning and celebrating5
Completing
You are… learning and celebrating “
What will help sustain adoption?
What was learned for the next change?
What’s happening in the environment
Toward the end of a change effort people are usually calmer, maybe relieved that they made it through the biggest challenges of the change, but there’s also likely to be fatigue in the organization. Folks may decide to take time off. Some may feel anxious to get started on a new project. Some may just want a break.
What to do
Now is the time to acknowledge the effort of everyone involved. Find ways to appreciate people. Find ways to rejuvenate the organization – celebrations, recognition, awards, etc. If the change was a significant accomplishment for the organization, no doubt there’s a lot to celebrate. It’s also a time to learn from the experience by gathering lessons learned to apply to future change efforts.

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