Transition Planning
From: M. D. Anderson Department of Performance Improvement
Date; January 15, 2008

Narrator: What I want to focus on (in) this webcast this year is to do something different; it has to do with transition planning. Transition planning is sort of the planning within or the change this was in the implementation planning itself. The way to pull this together we go to the slide here is (the) one you pulled your implementation team together (with) and you pull this specifically for change so we're going to have sort of a transition team within the planning itself.

Each of the people on there are they put on the little change caps as far as thinking about change as it affects both the people, the organization, and management. And then how do you make the transition as you're moving through and implementing going from the old way to the new way, how do you make it safe for the people so that they understand things, that kind of stuff. They can do a good job and then how do you make it manageable, before the implementation itself management should be already aware of the fact that there's gonna be unrest among the ranks so their diligence in keeping that at an even level is very important. (In) the decision making, make sure that you (get) agree(ment) (with) the implementation team and management (so they) agree together as far as how decisions gonna be made, that kind of thing. And then make sure you have a clear vision and a shared need. A clear vision they can see (and) what they're moving to and a shared need (as to) this is why we need to change.

One interesting thing I saw something from the chemical company and they actually had little stick figures that they drew and they showed the way it was which was bad and they put sad faces on the stick figures and they put happy faces on what the new way was gonna be like so it doesn't have to be very splashy. As far as people consideration there's a tool out there on how to define your messaging, anticipate the needs of the people, how's it gonna impact them, are they gonna be fearful of it, is it gonna change their job, what's the gain or loss and then once you do your implementation team goes out those key influencers and you visit with them one on one. Next has to do with communication, how often does it need to happen, what's the frequency and exactly what the message is because it's going to be different for the various types of people that are impacted and then make sure that you have ample training so that they can do a good job once it's set up.

Another aspect of transition planning is an organization considerations and make implementation flexible if soon as it hits something that you didn't plan on make sure that you can flex to adjust it so that you can make it work for the people given the reality that they have to work with. The other thing is make feedback easy so you're anxious to receive their inputs so that you can readily readjust whatever that plan is, the solution is to make it work and then adjust to it quickly.

So that's some of the aspect there is, I made a tool Tina, it's out there, it's called Transition Planning Considerations and what I'd like to do now is for the implementation side I have some of the things that you don't want to forget during implementation. Would you help me with these?

Duke Rohe: I'd be happy to.

Narrator: Alright I'll go ahead and before, if you have a question regarding Transition Planning or Implementation Planning please give me a call at 39651 or use that hand icon again as far as coming through IP TV. So these are the top ten things you don't want to forget when planning implementation. Number 10.

Duke Rohe: Don't forget to include departments affected by the change.

Narrator: Number 9.

Duke Rohe: Don't forget to test or pilot crucial aspects of the solution beforehand.

Narrator: Number 8.

Duke Rohe: Don't forget to ask staff if new documentation and instructions are clear and comprehensive.

Narrator: Better know what it's all about.

Duke Rohe: Right.

Narrator:
Number 7.

Duke Rohe: Don't forget to perform baseline measures where feasible.

Narrator: Ok and number 6.

Duke Rohe: Don't forget to check in frequently with your management.

Narrator: I hope they don't (get) tired of "don't forget".

Duke Rohe: [ laughter ] Don't forget, oh number 5. Don't forget to create a transition change plan.

Narrator: Ok number 4.

Duke Rohe: Don't forget to allow for changes in the proposed solution.

Narrator: Number 3.

Duke Rohe: Don't forget your aim statement.

Narrator: For sure. And number 2.

Duke Rohe: Don't forget to bet on your staff.

Narrator: Excellent! They'll do a great job if you believe in them. And number 1?

Duke Rohe: Don't forget what will sink you.

Narrator: Yeah, that's very important. Well, let's see, we're ready for phone calls. Let's see if they're any phones calls (that) have come in regarding implementation planning or transition planning. [ ringing ] We do have one. Hello?

Narrator on Behalf of Caller: Hey Duke we do have a question.

Duke: Ok and it is?

Narrator on Behalf of Caller: Once our solution is finished, how do we get the more negative staff to be more accepting of the change?

Duke: Ah, which is probably common for a lot of people. I formerly worked at a consulting firm that was just excellent with change and one of things they used was called a Napoleon Serbs and you said typically in an organization when you introduce a fairly significant change, people fall into three ranges.

One is those that welcome change immediately, the other end of the pole is those that are gonna be reluctant to change regardless and then you have those in the middle who are still waiting to see and they're gonna see just which side wins. And so the advice here is as you're working with them, go ahead and power, in fact its called Napoleon Serb.

I put a two out there Tina, and how to help each side out but what you want to do is enlist the ones who welcome change, they become your change people, change masters and promoters and that kind of thing and then the ones that are, also focus on the ones that are sort of in the middle as far as what you'll gain by making a change and then go ahead, don't ignore the people that were reluctant to change but they're gonna be the most vocal but go ahead and focus on those first two thirds and the ones who are reluctant to change will actually come along with the other two.

Narrator: Duke I agree with you and I'm very thankful that you added in this piece on transition planning because I think (it is) probably the number one portion of failure or challenges.

Duke Rohe: Right.

Narrator: Would the people be (an) aspect of any change because change is not normal or it's difficult and people like their daily practices and so we do need to watch what we are doing with our staff, with our people, up and down the ladders and ensure that everyone is taken into consideration as we're implementing our changes.

Duke Rohe: It's organizational and personal.

Narrator: Right. Now are there any other phone calls? Alright. [ ringing ] We have another one.

Duke Rohe: Alright.

Narrator to Caller: Hello?

Narrator on Behalf of Caller: Duke the other question that (has) come in is, "what happens with the push back if coming from above?"

Duke Rohe: Oh, ok. If the push back, first of all if a push back that's coming from above that means that traditionally the management has not been brought along with you as far as understanding the solution, what they're coming through because usually the push back is easier to resolve upfront than it is once you put the thing in place. Once implementation has taken place the best thing to do is regroup with your management because that's your power source in saying hey here's what we need to do, what is an alternate plan or what can we do to make this thing so that they feel comfortable in supporting it as it runs through.

Narrator on Behalf of Caller: And even possibly and when she said above she didn't, and we don't know if they directly mean the manager, perhaps it's above the manager.

Duke Rohe: Oh wow. So if that is the case my suggestion would be to make sure that your manager is fully briefed on what your team is working on that they can elaborate and discuss with the next level up to ensure that everyone understands as Duke wrote into his transition plan why are we doing this? What's the ground force behind it? And then what does it look like as we go forward so that as many people as possible can be comfortable. If you have any further questions or would like to talk with Duke or I one on one, we're there for you, you can either give us a call or you can use the create solutions lotus notes.

Narrator: And also be sure to check out on us there are at least a dozen tools out there on implementation sight itself just to help you out.