- Change management diagnostics and performance measurement
- Benefits of change diagnostics
- Designing change diagnostics pragmatically
- Measuring change management success
1. Change management diagnostics and performance measurement
Effective change processes in organisations start with appropriate diagnostics and include continuous measurement of success. This allows measures to be constantly adapted to the situation and objectives.
In the diagnostics phase, we record the current and target status. In doing so, we uncover potential for change and improvement. Three important questions keep cropping up in the diagnosis phase of change processes:
- What advantage do we gain from an in-depth change diagnosis?
- How can we carry out diagnostics pragmatically?
- How can we measure the success of our change process?
2. Benefits of change diagnostics
A pragmatic diagnosis at the beginning of a change process helps our clients in several ways:
Understanding and transparency
Everyone involved understands the challenges more clearly. The picture of the current situation, the necessary changes, the reasons for them and the change objectives becomes clearer. With a combination of psychological expertise and solid consulting skills, we take an in-depth, structured and pragmatic approach where appropriate. Our clients receive a picture of underlying causes, including logic trees that show the analytical connections. At the same time, the structured processing of the diagnostic results makes complex relationships visible and provides a comprehensive picture of important starting points. Only then can we design truly targeted and customised measures.
Assessing change readiness
We can use diagnostic methods to assess ‘change readiness’ (e.g. with the Change Readiness Survey). Right at the beginning, we discover together ...,
- ... how departments, groups and key individuals feel about change (e.g. along the lines of change types)
- ... in which stages of the change processes in organisations which resistance is likely
- ... the extent to which employees have already understood the need for change
- ... the degree of personal openness to changes in behaviour and mindset
Change diagnostics as an intervention
Conducting change diagnostics serves as a powerful initial step. It awakens managers and employees to the necessity of action and underscores the value of their participation. Through engaging in comprehensive interviews with a selection of the organization's members, they begin to reflect deeply. Ideally, undertaking some of these interviews personally will allow you to gain firsthand insights and demonstrate your genuine interest to your employees. We are eager to provide you with the necessary training for this purpose.
We meticulously sift through data from a multitude of sources, constructing analytical logic trees that uncover patterns and utilize metaphors and visuals that speak volumes. During our 'feedback workshops', we reflect these insights back to you. In these sessions, we bravely tackle the tough topics and provide constructive and straightforward feedback, even in environments where shooting the messenger is the norm.
3. Designing change diagnostics pragmatically
We keep diagnostics pragmatic and effective. After ten or 15 qualitative in-depth interviews, we usually know almost as much as after 30. Short diagnostic workshops, the analysis of existing data and documents as well as customised short surveys (‘pulse checks’) complete the picture with little effort.
If you want to get a picture of one or more of your units or locations very quickly, we recommend our ‘Rapid Scan’. One week of data collection, one week of analysis - done. A clear picture of the core problems in the organisation and initial solutions are created in no time at all.
4. Measuring change management success
For many clients, it is important, at least initially, to know clearly what measurable results will show the success of change processes in organisations. Change success can be measured quantitatively and qualitatively.
Measuring change success quantitatively
Numerous effective strategies exist for quantitatively gauging the triumph of change initiatives. For instance, the effectiveness of a newly implemented strategy might manifest through increased sales figures for newly launched products. Similarly, a genuinely embraced culture of efficiency often reveals itself through shorter meeting times. From employee and management satisfaction surveys to pulse checks, a variety of approaches stand ready to serve this purpose. It's crucial to leverage these measures for insightful KPI analysis, prompting the question: "Armed with this knowledge, how will we pivot our strategy?" Prioritizing a handful of impactful KPIs and developing a nuanced comprehension of their interrelations, perhaps through the use of a 'value driver tree,' is indispensable.
Measuring change success qualitatively
The emotional and cultural aspects hold equal weight: The essence of a successful transformation within an organization is palpable. For instance, true efficiency flourishes on a foundation of trust. In an atmosphere steeped in trust, the cumbersome demands for constant coordination and the need to navigate political hurdles plummet. This sense of trust is almost tangible upon stepping into a room. Such undeniable presence often tempts our clients to overlook the quantification of success throughout the change journey. We gently remind them that, while the success and value of the change may be unquestionable, ongoing measurement offers crucial insights for future direction and adjustments.
