Step three moves into the action oriented steps. During this phase, the transition to something new begins, and the success of this step is critical to the overall realization of the adjustment. With the commitments and process designs created in step two, step three is the manifestation of those ideas. Many organizations that try to bring about change without using a prescribed system (like the dialogue model of change) forget to start the measurement process in the beginning of the implementation process.
Without distinct goals and measurable outcomes, the stakeholders on board during the first two stages of the journey may abandon ship. In some cases, getting to step three takes months. Without seeing visible results, stakeholders may start to lose hope in the concept of change. Key influencers must focus on creating small, measurable goals that will show the potential of the overall modification in this step. Think of this process as the ability to say it’s possible to see a difference by making a transition.
Some organizations find it necessary to expand the project team to include a review and support team to help manage the ongoing transition. This is also the stage in which obstacles are more likely to arise. Key influencers need to constantly evaluate the ideation of the project in comparison to the implementation and readjust the focus toward the ultimate end goal.
Revisit Earlier Steps
Take some time after the ball starts rolling to revisit the discovery stage. If any part of the process wasn’t given adequate attention during the earlier stages, this is the time to recognize shortcomings and adapt. As time passes, there may even be new stakeholders who weren’t originally considered but may be a critical asset to the success of the plan. Depending on the type of change, step three could be a six-month rollout or a five-year plan for revitalizing an approach to business. Revisiting earlier steps helps keep the transitional process fresh in everyone’s mind and serves as a motivational support.
Face Challenges Head On
Step three is also the time during which challenges arise. The types of encounters vary depending on the organization and the type of project, but may include directional changes by management, the need to modify the project scope, and the identification of dissent. Counter-productive conversations can also bring the process into a place of limbo. This is also the step in which some change processes get lost and unfocused. They may be completely abandoned, costing an organization thousands or even millions of dollars in losses.
Goals for implementation and measurement include: