Change management toolbook

This toolbook presents more than 120 techniques aimed at achieving change, many of which are useful in a research integration and implementation context. There are three major sections covering personal, team and larger systems change. Some tools are able to be used for more than one type of change.

Personal change tools include those that help people “think outside the box” and those that help people understand their own vision and goal. Examples of these tools are:

  • Walt Disney Circle to develop and assess ideas through the roles of dreamer, realist and critic.
  • Assessment and change of limiting beliefs to examine the achievability of a goal, especially identifying and exploring limiting beliefs and motivation to change them using a series of structured questions.

Team change tools include those that deal with different perceptions of reality and those that make possible learning within teams. Examples of these tools are:

  • Wheel of multiple perspectives to capture the perspectives of each team member about the relevant stakeholders for a problem.
  • Art of dividing a pumpkin to deal with the needs of all stakeholders in a way that respects equal rights.
  • After action review to make learning conscious and explicit using four questions: What was supposed to happen? What actually happened? What were the positive and negative factors? What have we learned?

Larger systems change tools include those that 1) help understand the core principles and resources at play, 2) identify vision, values and goals, 3) help understand stakeholders, 4) help find leverage for change within a system and 5) work with whole systems. Examples of these tools are:

  • Scoping to delineate the systemic context of the problem. This is a nine phase process using 28 provocative questions. See also: http://i2s.anu.edu.au/resources/scoping-seven-phase-framework.
  • Ralph Stacey’s Agreement and Certainty Matrix to assess which decision making processes should be used based on the degree of agreement on what should be done among the people directly involved and the level of certainty in the information base.
  • Stakeholder Analysis to categorise stakeholders in terms of ability to influence process or outcomes, extent of change (of stakeholders) required and change effort required.

Reference: Nauheimer, H. (1997). The change management toolbook. A collection of tools, methods and strategies. Open access online at: https://www.change-management-toolbook.com/downloads and at: https://www.change-management-toolbook.com/ (this website includes additional more recent tools added by community members).

Posted: November 2016
Last modified: November 2016

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