Objectives. Rules. Change Management using ADKAR. The ADKAR model is a results-oriented change management tool that is simple and easy to understand, yet very effective for managers and change management teams. We receive more calls for information about this model than any other. It is used as a resistance management tool, an assessment device and to help change management teams organize their work.
This model helps answer questions like: Why do employees resist change? This series is designed to show how ADKAR can be used to diagnose the root cause for resistance, focus communications and identify the barrier points to change. Getting started Figure 1 shows the ADKAR elements as they align with management activities or other catalysts that enable employees to move from one ADKAR element to another. In each module of this series we will address each step in the ADKAR model and discuss the choices you have as a manager or project team member. Figure 1 - ADKAR Model mapped to enablers and management activities.
Stakeholders. NHS Quality and service improvement tools. The Change Curve - Change Management Training from MindTools. Accelerating Change, and Increasing its Likelihood of Success © Veerdarrenbaker Change can be both daunting and exciting. Here's the scenario: You have invested vast amounts of time and dollars in the latest systems and processes; you have trained everyone; and you have made their lives so much easier (or so you think.)
Yet months later, people still persist in their old ways. The fact is that organizations don't just change because of new systems, processes or structures. As someone needing to make changes within your organization, the challenge is to help and support people through these individual transitions, which can sometimes be intensely traumatic, and involve loss of power and prestige... and even employment. The easier you can make this journey for people, the sooner your organization will benefit, and the more likely you are to be successful. The Change Curve is a popular and powerful model used to understand the stages of personal transition and organizational change. Note 1: Presentation Tools. The New Change Managment. Scrum%20for%20Change%20Management. SIPOC. To emphasize putting the needs of the customer foremost, the tool is sometimes called COPIS and the process information is filled in starting with the customer and working upstream to the supplier.
The SIPOC is often presented at the outset of process improvement efforts such as Kaizen events or during the "define" phase of the DMAIC process. It has three typical uses depending on the audience: To give people who are unfamiliar with a process a high-level overviewTo reacquaint people whose familiarity with a process has faded or become out-of-date due to process changesTo help people in defining a new process Several aspects of the SIPOC that may not be readily apparent are: Suppliers and customers may be internal or external to the organization that performs the process.Inputs and outputs may be materials, services, or information.The focus is on capturing the set of inputs and outputs rather than the individual steps in the process.
[A] See also IPO Model  References SIPOC - Discover 6 Sigma - Online Six Sigma Resources. SIPOC is a high-level picture of the process that depicts how the given process is servicing the customer. It is an acronym for Suppliers - Inputs - Process - Outputs - Customers. The definition of each of these SIPOC entities is given below. Suppliers provide inputs to the process. Inputs define the material, service and/or information that are used by the process to produce the outputs.
Process is a defined sequence of activities, usually adds value to inputs to produce outputs for the customers. Outputs are the products, services, and/or information that are valuable to the customers. Customers are the users of the outputs produced by the process. In more formal terms, SIPOC can be seen as a high-level process map. SCAN: Processes are everywhere Creation of SIPOC is a team activity that requires brainstorming to discover (hidden) details. EXPLORE: How to brainstorm? The broad guidelines for the definition/identification of 5-SIPOC entities are given below.
SIPOC Diagram. Kerri Simon February 26, 2010 Many recent inquiries and discussions have focused on the SIPOC diagram – a tool used in the Six Sigma methodology. Because of the interest level, a further explanation is presented here along with a sample and template for your use. A SIPOC diagram is a tool used by a team to identify all relevant elements of a process improvement project before work begins. It helps define a complex project that may not be well scoped, and is typically employed at the Measure phase of the Six Sigma DMAIC (Define, Measure, Analyze, Improve, Control) methodology.
The tool name prompts the team to consider the suppliers (the ‘s’ in SIPOC) of your process, the inputs (the ‘i’) to the process, the process (the ‘p’) your team is improving, the outputs (the ‘o’) of the process, and the customers (the ‘c’) that receive the process outputs. The SIPOC tool is particularly useful when it is not clear: Who supplies inputs to the process? Sample SIPOC Diagram 1. 2. 3. 4. 5. 6. 7. 8. Project Scoping in Healthcare: An Exploration and Tips. An important factor contributing to the success of a Six Sigma healthcare project is the initial defining or scoping of the project.
After the primary focus area of a project has been identified, scoping is the activity of breaking down the focus area into the many specific processes, sub-divisions of the business and/or segments that drive the performance of the focus area. It is done by Black/Green Belts with assistance from a Master Black Belt and the focus area Sponsor. Scoping can uncover multiple potential processes requiring improvement. Scoping ensures that the team is concentrating on the best opportunity for improvement. To ensure the project is based on valid analysis rather than assumption, it’s important to invest sufficient time up front to define the primary objectives. During scoping, the team may discover several smaller sub-projects that should spin off from the central effort.
Questions to Drive the Scoping Process Here are questions to ask during project scoping:
Force Field Analysis (Forcefield Analysis) - Decision-Making Skills Training from MindTools. Analyzing the Pressures For and Against Change How to use Force Field Analysis, with James Manktelow & Amy Carlson. Force Field Analysis is a useful decision-making technique. It helps you make a decision by analyzing the forces for and against a change, and it helps you communicate the reasoning behind your decision. You can use it for two purposes: to decide whether to go ahead with the change; and to increase your chances of success, by strengthening the forces supporting change and weakening those against it. About the Tool Force Field Analysis was created by Kurt Lewin in the 1940s. You use the tool by listing all of the factors (forces) for and against your decision or change.
You can then look at strengthening the forces that support the change and managing the forces against the change, so that it's more successful. How to Use the Tool To carry out a Force Field Analysis, use a blank sheet of paper or whiteboard, or download our worksheet. What business benefit will the change deliver? Baulcomb (2003) Managing Change through Force_Field_Analysis. PEST. Pest variations The PEST model, like most very good simple concepts, has prompted several variations on the theme. For example, the PEST acronym is sometimes shown as STEP, which obviously represents the same factors. Stick with PEST - nearly everyone else does. More confusingly (and some would say unnecessarily) PEST is also extended to seven or even more factors, by adding Ecological (or Environmental), Legislative (or Legal), and Industry Analysis, which produces the PESTELI model.
Other variations on the theme include STEEP and PESTLE, which allow for a dedicated Ethical section. It's a matter of personal choice, but for most situations the original PEST analysis model arguably covers all of the 'additional' factors within the original four main sections. Keeping to four fundamental perspectives also imposes a discipline of considering strategic context and effect. If you have come across any other weird and wonderful extended interpretations of PEST I'd love to see them. pest or swot. PEST/ PESTLE Analysis. PESTLE Analysis Tool (PEST Analysis) – History and Templates The Environment Scan – Environmental Organizational Scanning PESTLE Analysis micro site – History – Introduction – Templates – HR example – Schools & Education Welcome to our new micro site on the PESTLE analysis.
This popular page has now been improved and is split into more easily digested chunks. Lets us know your comments and feedback. Use the menu above to navigate through this PESTLE analysis micro site. PESTLE Analysis micro site - Home/ History of Pest analysis – Introduction to the PESTLE analysis – PESTLE analysis templates – HR example of a PESTLE application – PESTLE analysis in Schools & Education This page has been relocated to our new pestle micro site – where it is easier to navigate and print the elements of interest – please go to – This is now old content please follow the navigation at the top of the page for our new content History of the PESTLE analysis (PEST Analysis) top History of PEST. McKinsey 7S Model. This model was developed in the 1980's by Robert Waterman, Tom Peters and Julien Philips whilst working for McKinsey and originally presented in their article " Structure is not Organisation".
To quote them: "Intellectually all managers and consultants know that much more goes on in the process of organising than the charts, boxes, dotted lines, position descriptions, and matrices can possibly depict. But all too often we behave as though we didn’t know it - if we want change we change the structure. Diagnosing and solving organizational problems means looking not merely to structural reorganization for answers but to a framework that includes structure and several related factors. " The 7S Model which they developed and presented became extensively used by mangers and consultants and is one of the cornerstones of organisational analysis.
Essentially the model says that any organisation can be best described by the seven interrelated elements shown above: Strategy Structure Systems Skills Staff.