September 20179 and needs, and arrive at a suitable and acceptable outcome we will adopt moving forward. `Stickiness' is a non-issue. We chose it.The above takes place in our subconscious mind. That is, we are not aware of the bias (our preferences) that is shaping our decisions in real time. We need to keep this top of mind when developing change on behalf of others. The only bias allowed is the organisations strategy and goals. Do not draw the conclusion that in order to implement change, we need to satisfy the intended individual or group in the same way that we would if making decisions for ourselves. Just be aware how our subconscious internal assessment framework may influence our approach and decision making processes when acting on behalf of others. When preparing for change, how do we gather this critical information from the intended individual or group when they just do what it is they do? Remember that most process, if not all that happen outside of a "system", have developed organically. There were no planning meetings, process reviews or documentation. They just happened. Think micro but act macro is where the challenge of selling and championing the change to the business begins.We can learn a number of lessons from our Business Development and Marketing teams. Know your target audience and how to influence them. Recruit your Communications team or seek external assistance. You will thank me later. Start with your project team. Recruit influential business leaders who belong to the groups for which change is intended. Validate the design within the project team. From this review, you are looking to identify the elements of the communications plan for the broader company. Look for "what's in it for them" points to use as key messages in future communications and to address issues which are likely to create resistance.Meet with focus groups staffed with roles which will be impacted by the proposed change. This exercise is to capture and understand the "organic" off system processes. Remember we need to guidethe transition to the new operating state. Bring these learnings' through your training and communications plan. Communicate and inform. Email works well for initial awareness; however if possible, nothing beats eye time with an audience. Target your message. Delivering the same message to a group of people from multiple demographics or responsibilities is likely to produce a less than effective level of engagement as you are likely to be taking at a general level or to one particular group. Consider addressing groups of like roles together. This allows you to be more specific with your examples and shape the content of your message to the audience. Remember we are seeking design validation but also selling the "what's in it for them". Ideally your audience will leave as evangelists for the change. Be prepared to take feedback and act upon it. As stated in the opening, change and resistance to it is inevitable. As change drivers, we can ill afford to ignore the impact of change on a company's greatest asset ­ its people. As important as the technical or process changes are to success; equally if not more important is how we prepare and guide our people through the change process. CHANGE IS CONSTANT; HOWEVER RESISTANCE TO CHANGE IS ALSO CONSTANT
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