How do you design and deliver effective change management training?

The most important aspects to determine and address are the change, Context, Magnitude and Impact which might be different for each Stakeholder Group.

The Change Management plan must address the Change in a Holistic way whilst also considering the specific Major Concerns and/or Training Requirements of each Stakeholder Group.

Convene stakeholders who are willing collaborators. Display the following words for all: Who? What? Where? When? Why? How? Ask the group, What questions do we need to answer so that we understand the next logical step in this change intervention? Repeat the process until the desired solution is utilized at the desired proficiency and rate. Inquiry is the natural human response to change and is the most helpful approach to change leadership.

The Communication Plan must include provisions for 360 Degree Feedback Loops to and from Stakeholders Groups and Key Individuals/Influencers.

The Mendalow Matrix or Skill/Will Model is excellent for this. The Skill/Will Model helps you to identify where people are on board and where you may need to do some development.

An effective Training Needs Assessment is key to Training Planning as is the matching of Training Plans and Trainers to the needs of individual Stakeholder Groups - as a One Size Fits All approach is seldom appropriate.

Coaching must be focused on the individual Implementation Level and must match the various stages of Training, and more importantly learning and Application.

If you do anything. Do this. Unfortunately the Field of Dreams approach (if you build it, they will come) rarely works in complex change. You also can't make everybody happy all of the time. Although I get another comment this is old hat, thinking about your approach is helpful.

Reinforcement and repetition are so important as part of the change process. If you consider that you have been working or thinking in a certain way for x amount of years, this is hardly likely to change overnight. It takes time. When someone insists that we've done this before, it didn't work then and it won't work now. Get them to focus on what did work. Look for the quick wins and build on them.

In my experience, Prosci's approach is perfectly suited to... the old nature of change (controlled pace; dust had time to settle). Back then, change leaders could approach change as a GAME OF GOLF: step by step w/ lots of planning & big toolbox. That era is gone forever! Change is now fast-paced, constant & disruptive. Change makers MUST approach change as a GAME OF BASKETBALL – w/ nimbleness, fluidity & dynamism. They need nimble tools for the new normal vs. fancy-looking templates from the old era. They also must realize change is a political game. We succeed as change makers by working with & thru the politics of change. You can't do that via the kind of "resistance management plan and a reinforcement plan" discussed in this article...

This is good evidence that the process of change has changed - an item written by AI - and the human sentiment is there's now too much complexity for 'top-down visionary' change to be effective. Like it or not, organizational change depends on managers - being leaders in context, demonstrating vulnerability, learning to deal with uncertainty, embracing diverse opinions and conflicting views, and inspecting and adjusting plans according to emerging evidence.