Measuring Change Effectiveness
Can you prove the impact of your change efforts?
This module outlines how change management leaders can develop a suite of measurement tools that can help them to assess both the outcome of the change initiative as well as the effectiveness of specific change management activities in order to make on-the-fly adjustments. A range of both quantitative and qualitative measures that change management leaders can use are introduced, and the importance of presenting change effectiveness in a coherent, understandable manner is outlined.
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16 page facilitator guide
4 engaging training activities
47 slide presentation deck
5:15 min summary video
8 resources in reading guide
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DURATION: 5:15 MINS
Explains concepts in a concise, memorable manner. Includes a bulleted summary at the conclusion and matching job-aid handout PDF.
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.
Presentation Slide Deck
For use during workshops in both PDF & editable PPT formats. Slide numbers for each activity are referenced in the Facilitation Guide.
RESOURCES LISTED: 8
Useful for participants wishing to deep dive into the module topic with links to the web's best articles, books and tools. PDF format.
Everything you need to facilitate successful training activities.
- Activity – Planning Measures worksheet
- Benefit Map Symbols
- Commitment to change postcards
- example graph for report slide
- Facilitator Instructions – Benefits Maps Explained
- Job-aid summary
- Likert scale numbers 1 to 10
- Quantitative or Qualitative Measurements (homework sheet) SOLUTIONS
- Quantitative or Qualitative Measurements (homework sheet)
- Terminology flash cards
Tools & Templates
Used during training activities. These can also be used for change implementation.
- Benefits measurement planning template
This module will activate your organization to:
- demonstrate to senior leaders and sponsors how a change initiative will be measured and accountable for its effectiveness over time
- engage organizational members responsible for non-change related performance measurements and assist in clarifying the need for change leaders to have access to such data
- explain the difference between leading and lagging performance measures, a distinction that is commonly not understood
- clarify how leading measures can be used in order to make rolling adjustments to the change plan and change activities whilst the change initiative is underway
- recognize how critical it is for those people responsible for making measurements and collecting information to record performance information across a wide array of organizational activities in support of the change initiative
- debunk concerns regarding the lack of information concerning cost effectiveness of a change initiative
- acknowledge how important it is to have coordinated systems in place to make pre-change and post-change measurements
- build a case for developing a portfolio of performance measures within organizations that are yet to take a unified approach to measurement systems
- show junior change agents and change managers the non-anecdotal options for the evaluation of change success
- motivate those in the change team to also capture non-quantifiable data, such as stories, and create representative case studies that can be shared
- prompt individuals who make presentations with text-heavy PowerPoint slides, management-jargon and a lack of clarity to present information about change effectiveness in a clear and concise manner
This module will empower your teams and individuals to:
- acknowledge the various approaches organizations take when measuring the effectiveness of change initiatives
- understand the importance of measuring and reporting on the effectiveness of the change initiatives
- become awareness that measuring change effectiveness allows the change plan to be adjusted as the change is underway
- utilize the various types of qualitative and quantitative measurements that can be made at various stages through a change implementation
- understand of the relationship between leading and lagging indicators
- recognize the importance of clear and straightforward presentation of change management effectiveness findings
This module is ideal for use at this stage of change implementation:
Summary Video & Discussion
TARGET AUDIENCE: All learners SUGGESTED TIMING: 15 - 30 minutes
The module subject-matter is introduced using 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 the questions in the personal reflections section to capture the types of change people already have experience of. Capture these on post-it notes for use in the second activity: Brainstorming Change Measures.
In relation to the different change experiences people have already had, explore what measures people already have experience of. Record these on post-it notes and ask learners to separate them into quantitative and qualitative measures by placing them on two different pieces of flipchart paper or on different parts of the board.
Brainstorming Types of Measurement
TARGET AUDIENCE: All learners SUGGESTED TIMING: 15 - 30 minutes
This activity is designed to explore the different forms of measurement which can be used. Using mind mapping techniques, guide the group through different ways of measuring the types of change they have experience of. If the learners do not have experience of different types of change, it may be necessary for you to provide them with suggestions in order to stimulate debate.
The Change Report Card
TARGET AUDIENCE: Learners new to change SUGGESTED TIMING: Around 30 minutes
In this activity, learners make use of a selection of measures from the previous activity to create a change report card. The measures should be a mixture of quantitative and qualitative measures for a particular type of change and the report should present a rich picture of the progress made.
Learners should work alone or in small groups and the activity should end with each group presenting its report to the other groups and receiving feedback from their fellow learners.
Measuring the Benefits
TARGET AUDIENCE: Executives, experienced change agents, sponsors SUGGESTED TIMING: 45 - 60 minutes
In this activity, experienced change leaders, executives and managers review the benefits map they created in the module Project Management & Change Management and allocate appropriate measures to the benefits on that map. If this module has not been completed, use the benefits map example in the workshop slides. You will need to spend around 15 minutes explaining how a benefits map works.
Learners should work in small groups and the activity should end with each group presenting their chosen measures to the other groups and receiving feedback from their fellow learners.
This module will boost engagement levels during the following change methodology stages:
|Change Management Methodology||Stage / phase|
|AIM (Accelerated Implementation Methodology)||Develop Reinforcement Strategy|
|Kurt Lewin’s Three Stage Change Model||Refreeze: Celebrate success!|
|Prosci Enterprise Change Management Model||Vision: Assess current state|
|Bridges Leading Transition Model for Change||The Neutral Zone: Celebrate small wins
New Beginnings: Celebrate successes
|Beckhard and Harris Change Management Process||Noticing improvements and energizing|
|John Kotter Eight Step Model for Change||Generating Short-term Wins|
|ADKAR Model for Change Management||Reinforcement|
|The Change Leader’s Roadmap model||Phase VIII – Celebrate and Integrate the New State|
|LaMarsh Change Management Model||Sustain the Change|
|People Centered Implementation (PCI) Model||Sustained Personal Performance|
|Viral Change Roadmap Model||Sustain|
|General Electric Change Acceleration Process (CAP)||Monitoring progress|