1.     Develop a communication plan for your organisation, or an example organisation, as part of implementing change strategy and consult with two other members of your group, as acting stakeholders.

2.     Think of a recent change that took place in your organisation or another organisation that you know. What were the benefits of this change?

3.     Thinking of the same change as in the previous question, what types of loss were experienced by people affected by or involved in the change? How could this be taken into account in the communication process?

1.     Imagine that you are planning a series of briefing sessions to brief the staff about a forthcoming office move. What should your briefing cover?

2.     What practical arrangements do you need to consider when arranging and managing communication/training activities?

1.     Imagine that you are planning a consultation event in your own organisation as part of a change program to introduce new equipment (hardware or software).

How would you select members of the consultation group/s?

When, where and how will the consultation/s take place?

What key questions will be asked as part of the consultation process?

What will happen to the results/output from the consultation process?

2.     In groups of three or four, discuss how the changes would affect your own organisations.

1.     Imagine that you are managing the project which you considered in Activity 3C. What kind of barriers might you encounter and how might you respond to them?

1.     Choose three of the following possible interventions and actions which may occur on a project plan. Thinking of the context of your own organisation, describe how you would ensure the correct/appropriate implementation of these actions:

Ø  Action research

Ø  Career planning

Ø  Job redesign

Ø  Sensitivity training

Ø  Succession planning

Ø  Surveys (with feedback)

Ø  Team building

Ø  Termination or redeployment

Ø  Training

Ø  Transition analysis.

1.     Why is it important to activate strategies for embedding the change?

2.     Imagine that you are managing a change programme to implement a series of complex new procedures which are designed to reduce waste and improve quality and efficiency. Which strategies might you use to embed the change?

1.     Why is it important to evaluate and review progress during a change management programme?

2.     What methods can be used to evaluate and review progress of a change programme?

3.     Group question

Following on from Activity 3F, in a group of three, evaluate the change programme that has been implemented for a series of complex new procedures designed to reduce waste and improve quality and efficiency. Include the methods you would use to review progress towards achieving your objectives.