Conducting Gap Analysis

What stands between where we are and where we want to go?

This module describes the technique of gap analysis in simple language, showing how it helps organizations to assess their current state, envisage an ideal future state and then determine what actions are needed in order to bridge between the two. It outlines tools that can be used to assist the process and describes actions that managers and supervisors can take to maximize their people’s engagement whilst it is underway.

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INCLUDES

13 page facilitator guide
4 engaging training activities
27 slide presentation deck
02:45 min summary video
11 handouts
6 resources in reading guide

$495.00

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Training Activities

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Summary Video & Discussion

TARGET AUDIENCE: All learners SUGGESTED TIMING: 15 - 30 minutes

The module subject-matter is introduced using a short animated video. The knowledge-check and personal reflections questions are then used to explore learners’ understanding and experience before moving on to other connected activities.

Facilitators can make use of a range of techniques such as brainstorming or debates to explore the knowledge check questions.

Use examples of learners’ experiences in the supplementary activity which follows.

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SWOT Analysis

TARGET AUDIENCE: Learners new to change SUGGESTED TIMING: 30 - 45 minutes

This activity uses the Strengths, Weaknesses, Opportunities, Threats (SWOT) approach to create a vision of a future state. This activity makes use of the experience people have had which is touched upon in the first activity and provides the foundation for the second core activity: Performing a Gap Analysis.

Facilitators may find it useful to watch the video of Erica Olsen for an interesting perspective on a SWOT analysis in order to increase their knowledge before facilitating this exercise.

http://www.youtube.com/watch?v=GNXYI10Po6A

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Process Mapping

TARGET AUDIENCE: Executives, experienced change agents, sponsors SUGGESTED TIMING: 45 - 60 minutes

In this activity, experienced change leaders, executives and managers analyze the ‘as-is’ and ‘to-be’ processes in detail. From this, in the next activity, they will produce a gap analysis which shows how to move between the two sets of processes.

Learners should work in small groups and the activity should end with each group presenting their as-is and to-be processes to the other groups and receiving feedback from their fellow learners.

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Practicing a Gap Analysis

TARGET AUDIENCE: All learners SUGGESTED TIMING: 45 - 60 minutes

This activity can be used alone or can expand on the work done in the process mapping activity. If learners do not have appropriate examples from their own work/the process mapping, the generic scenarios can be used.

The purpose of the activity is for people to identify the gaps between their as-is and to-be situations, thinking their way around the change from all angles. The Types of Change poster may also help them when trying to think of examples of types of change – such as mergers and acquisitions, doing new things, moving accommodation, etc.

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Materials

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Summary Video

DURATION: 02:45 MINS

Explains concepts in a concise, memorable manner. Includes a bulleted summary at the conclusion and matching job-aid handout PDF.

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Facilitation Guide

PAGES: 13

Comprehensive yet easy-to-follow instructions for facilitating workshops with the above training activities. Includes useful tips and sample answers to questions. No expertise in the topic area is required.

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Presentation Slide Deck

SLIDES: 27

For use during workshops in both PDF & editable PPT formats. Slide numbers for each activity are referenced in the Facilitation Guide.

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Reading Guide

RESOURCES LISTED: 6

Useful for participants wishing to deep dive into the module topic with links to the web's best articles, books and tools. PDF format.

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Activity Handouts

Everything you need to facilitate successful training activities.

  • Commitment to change postcards
  • Diagnostic model flashcards
  • Job-aid summary
  • PESTEL analysis (one page)
  • SWOT Analysis (two pages)
  • Terminology flash cards
  • Types of Change poster (4 pages)
  • Chilly Chilli Scenario – Conducting Gap Analysis
  • Glenvale Scenario – Conducting Gap Analysis
  • Sleepyville Scenario – Conducting Gap Analysis

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Tools & Templates

Used during training activities. These can also be used for change implementation.

  • Gap analysis: Journey map
  • Impact analysis
  • SWOT worksheet
  • PESTEL analysis (one page)

Benefits

This module will activate your organization to:

  • introduce a change activity that can encourage members within organizations to consider the desired state of the organization and to appreciate what needs to be done to reach that desired state
  • demonstrate the importance of careful communication during this delicate phase of a change initiative in order to ensure that resistance behaviors do not interfere with the creation of a bold vision for the desired state of the organization

This module will empower your teams and individuals to:

  • understand the role that gap analysis serves in a change initiative
  • awareness that gap analysis must be conducted with sensitivity due to the uncertainty that may accompany a potential change at such an early stage
  • knowledge of a variety of diagnostic models that can be used to structure a gap analysis investigation
  • recognition that integrating clear measurable outcomes is crucial in order to assist a future change effectiveness review stage

This module is ideal for use at this stage of change implementation:


Pre-implementation
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During Implementation
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Post-implementation
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Compatibility Guide

This module will boost engagement levels during the following change methodology stages:


Change Management MethodologyStage / phase
AIM (Accelerated Implementation Methodology)Define the Implementation
Kurt Lewin’s Three Stage Change ModelUnfreeze: Determine what needs to change
Prosci Enterprise Change Management ModelVision: Define future state
Bridges Leading Transition Model for ChangeThe Neutral Zone: Don’t over promise
Beckhard and Harris Change Management ProcessEstablishing the need for change
The Change Leader’s Roadmap modelPhase IV – Design the Desired State
LaMarsh Change Management ModelIdentify the Change
Viral Change Roadmap ModelDevelopment
General Electric Change Acceleration Process (CAP)Shaping a vision

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