CEO Mike Harrenton liked your plan for communicating the need for change and is excited to move things forward. As you sit in his office to review the plan, he says, "This looks great! I can see how we will really benefit from this plan." "I would like you to create an action plan for making these changes happen. I believe this kind of change will take time, so it should be a fairly high-level action plan that demonstrates the changes we will be making over the next 18-24 months. Could you get this to me by the end of this week?"

Action Items

Based on all of your work in the case study so far, create an action plan for implementing change. Your action plan should include the following components of Kotter's Change Process:

Develop a strategy and an action plan.

For this action plan, complete the checklist on page 334 of Organizational Change. You may also refer to Table 9.3 (Tools for Action Planning) on page 309 of Organizational Change.

Deszca, G., Ingols, C., & Cawsey, T. F. (2019). Organizational Change: An Action-Oriented Toolkit (4th ed.). SAGE Publications, Inc.https://reader2.yuzu.com/books/9781544351391

Your action plan should provide clear direction to the stakeholders on how to move forward in implementing the change.

Describe how you will empower employees.

Describe how you will generate short-term wins.

Describe how you will consolidate gains and produce more change.

A Review of EKT documents and all of your work on the EKT case study so far.

Elite Knowledge Training (EKT) is a mid-sized company in Waltham, Massachusetts that provides customized face-to-face communication, management, and leadership training to large and mid-sized companies throughout the United States and in Europe. EKT has been around for 25 years, and they have several clients that they have worked with since the very beginning; however, EKT has experienced consistent drops in the number of clients they have served over the past seven years, despite their efforts to bounce back. The company is looking to hire a consultant to help with managing some upcoming changes at their organization.

As you hastily prepared for your flight to Waltham, you took some time to put together a basic profile of EKT. Through talking with your supervisor and reviewing the company website, you made the following observations about the company. Company Name Elite Knowledge Training Location: Waltham, Massachusetts Company Mission and Vision Mission To provide professional and leadership training to organizations. Vision Not stated. Company Values The company website offers the following as EKT's company values: Integrity - do the right thing in all decision-making and actions Quality - deliver the highest quality product and service to the customer Relationships - build productive relationships with everyone - internal and external Creativity - creatively solve problems and develop opportunities Positivity - be positive in your work and interactions with all employees, customers, and stakeholders Organizational Structure From what you have gathered through your discussions, the following general organizational structure is in place: Owner: Edward James Harrenton. (Company is a sole proprietorship - he owns 51% of the company). CEO: Michael Harrenton VP Marketing o Oversees 2 marketing associates VP Sales o Oversees 3 sales associates VP Learning Design o Oversees 5 Instructional Leads Oversee a total of 8 learning designers and 45 training specialists VP Finance and Budgeting o Oversees 3 accountants and 4 assistants

Products and Services EKT provides the following products and services: Customized face-to-face training on key business topics. These typically include the following categories and topics: 1. Communication skills, including a. Presentation b. Business writing c. Interpersonal d. Conflict management e. Negotiation f. Active listening 2. Management a. Goal setting b. Performance appraisal c. Communication with employees d. Collaboration with others e. Budgeting f. Project management g. Leadership skill development 3. Leadership a. Setting a vision and mission b. Engaging others in leadership c. Developing future leaders d. Analyzing the business environment e. Building partnerships These are the core organizational trainings that are provided by EKT, and they are usually customized to the needs of the organization. It appears that most of the business is done with a few existing larger clients who have worked with EKT for decades. Most of these clients are within 100 miles of Waltham in the Greater Boston Area.

1. Who is in the "in" group and who is in the "out" group?

"In" group (likely to support the change):

1. Bill "The Shark" Johnson, VP Marketing
2. Julia Childress, VP Sales
3. Mark Anderson, Instructional Lead
4. Sarah Lewis, Training Specialist
5. Lisa Martinez, Account Manager

"Out" group (likely to resist the change):

1. Melvin Wellington Levins Jr., Retired VP of Sales
2. Jay Clark-Gardner, VP Learning Design
3. Eric Thompson, Marketing Associate
4. Greg Harris, Sales Associate
5. Linda Peterson, Training Specialist
6. How will you get people to begin to buy into the changes?

2. Create the beginning of a change management plan for working with the stakeholders using the following steps of Kotter's Change Process: establish a sense of urgency, create a guiding coalition, and communicate.

To effectively persuade individuals to embrace the modifications, it is recommended to contemplate the subsequent methodologies:

1. The proposed changes should be communicated in a clear and concise manner, highlighting the benefits that they offer. Specifically, it should be emphasized how these changes will improve the quality of training, increase efficiency, and provide more flexible learning options.
2. To ensure employee satisfaction, it is important to actively listen to their concerns and respond to them with empathy. Offer relevant information and resources to mitigate concerns and doubts.
3. Deliver training sessions and offer assistance to ensure users are proficient in the use of the product or service. Offer training programs to help employees adapt to new technologies and teaching methodologies. Offer continuous assistance and access to materials to enhance their self-assurance and proficiency.
4. Identify and showcase instances of successful outcomes. Provide success stories and case studies of organizations that have effectively implemented comparable changes. Demonstrate the favorable results and advantages that can be attained.
5. It is recommended to engage employees in the decision-making process. Establish channels for employees to provide their input and recommendations. To enhance the sense of ownership and commitment towards the changes, it is recommended to engage the stakeholders in the planning and implementation process.
6. The change management plan for working with stakeholders aims to ensure that all stakeholders are informed and engaged throughout the change process. The plan will be implemented in several phases, each with specific objectives and activities. The first phase will involve identifying all stakeholders and their roles in the change process. This will include both internal and external stakeholders, such as employees, customers, suppliers, and regulatory bodies. Once stakeholders have been identified, the next
7. Establish a sense of urgency:

• Share market and industry trends that show the change to online learning and how it has affected the training business.
• To assist stakeholders in understanding the need for change and the potential risks of not adapting, host seminars and provide presentations.

8. Create a guiding coalition:

• Identify significant departmental stakeholders, such as those from marketing, sales, learning design, and finance.
• Create a concise vision statement that reflects the goals and values of the organization and highlights the significance of embracing online training.

9. Communicate:

• Create a thorough communication strategy that includes frequent newsletters, town hall meetings, and updates.
• Create messages that are specific to each stakeholder's needs and emphasize the advantages of online training in each one's area of responsibility.

10. Involve stakeholders in the planning and decision-making process:

• To get feedback and suggestions from stakeholders, arrange focus groups and workshops.
• Create multidisciplinary teams to work on planning and implementing the improvements.

11. Provide training and resources:

• Provide training courses and workshops to give stakeholders the tools they need to adjust to online learning.
• To ease the transition, give resources like online learning resources and tools.

"Our vision for EKT is to become a leading provider of comprehensive and innovative online training solutions, capitalizing on the growing demand for digital learning. By embracing online education and leveraging advanced learning technologies, we will adapt to market dynamics and position ourselves as a trusted partner for organizations seeking effective and flexible training options.

Through the implementation of a robust online platform, interactive webinars, and blended learning strategies, we will cater to the needs of younger workers and tap into the rising demand for online training. We will provide a seamless and engaging learning experience, empowering individuals and organizations to acquire knowledge and develop skills in a convenient and accessible manner.

To achieve this vision, we will invest in upgrading our technological infrastructure, including the implementation of a state-of-the-art learning management system (LMS) and video conferencing tools. By equipping our training professionals with digital teaching skills and fostering a culture of continuous learning and innovation, we will ensure they are well-prepared to deliver high-quality online training.

Furthermore, we will diversify our revenue streams by developing tailored online training programs and exploring strategic partnerships with educational institutions, trade groups, and technology suppliers. By expanding our client base and increasing our market reach, we will strengthen our financial stability and position ourselves for long-term success.

We are committed to monitoring market developments, technological advancements, and changes in consumer preferences. By staying agile and responsive to external influences, we will continuously adapt our strategies and offerings to maintain our competitive edge.

Together, we will foster a culture that values innovation, collaboration, and adaptability. We will encourage our employees to contribute their ideas and expertise to enhance our training initiatives and delivery strategies. By embracing change and anchoring new approaches in our organizational culture, we will ensure that the transformations we make are sustainable and ingrained in how we operate.

Through our comprehensive online training solutions, commitment to excellence, and dedication to meeting the evolving needs of our clients, EKT will be recognized as a leader in the education and training industry. We look forward to embarking on this transformative journey and shaping the future of learning."

When communicating change to change recipients, it is essential to follow key principles in communication to ensure effective and successful implementation. Based on pages 323-324 of "Organizational Change: An Action-Oriented Toolkit" by Deszca, Ingols, and Cawsey (4th ed.), here is a detailed overview of recommendations for communicating the change:

Be clear and transparent:

Clearly articulate the reasons and objectives of the change-to-change recipients.

Provide detailed information about the change, including its scope, impact, and expected outcomes.

Be transparent about any potential challenges or risks associated with the change.

Use multiple communication channels:

Utilize various communication channels to reach a wide range of change recipients, including face-to-face meetings, emails, intranet portals, and social media.

Adapt the communication channels to suit the preferences and accessibility of different groups within the organization.

Tailor the message to the audience:

Customize the communication message to resonate with different groups of change recipients, considering their roles, responsibilities, and concerns.

Use language and examples that are relevant and meaningful to the specific audience.

Provide opportunities for two-way communication:

Encourage feedback, questions, and concerns from change recipients.

Establish formal and informal channels for communication, such as town hall meetings, focus groups, or suggestion boxes.

Actively listen to change recipients and address their concerns promptly and transparently.

Involve change agents and leaders:

Engage change agents and leaders to communicate the change message effectively.

Ensure that change agents and leaders are well-informed about the change and can address change-related queries and concerns.

Leverage their credibility and influence to gain buy-in and support from change recipients.

Use a consistent and repetitive message:

Reinforce the change message consistently throughout the change process.

Repeat key messages and core values to enhance understanding and retention among change recipients.

Use various communication channels to reinforce the message over time.

Provide ongoing communication:

Establish a communication plan that spans the entire change process, from the initial announcement to the implementation and beyond.

Regularly update change recipients on the progress, milestones, and any adjustments to the change plan.

Address any new concerns or challenges that may arise during the change journey.

Consider the timing and frequency of communication:

Time the communication appropriately to minimize uncertainty and rumors.

Communicate in a timely manner, providing information at the right stage of the change process.

Balance the need for frequent updates with the risk of overloading change recipients with excessive information.

Use visual aids and storytelling techniques:

Utilize visual aids, such as charts, diagrams, or videos, to enhance understanding and engagement.

Incorporate storytelling techniques to make the change message relatable and memorable.

Use real-life examples and success stories to illustrate the benefits and positive outcomes of the change.

Monitor and evaluate communication effectiveness:

Continuously assess the effectiveness of the communication efforts.

Collect feedback from change recipients and evaluate their understanding, engagement, and satisfaction with the communication process.

Adjust the communication strategy based on the feedback received.

Here are some examples that illustrate the recommendations for communicating change:

Be clear and transparent:

Clearly articulate the reasons and objectives of the change: "We are implementing this change to streamline our processes and improve efficiency, which will allow us to serve our customers better and remain competitive in the market."

Provide detailed information about the change: Share a comprehensive document outlining the timeline, specific changes to be made, and how it will affect different departments or teams.

Be transparent about potential challenges: Address concerns about job security by explaining that while some positions may be affected, efforts will be made to provide support, retraining, or opportunities in other areas.

Use multiple communication channels:

Conduct face-to-face meetings with department heads to explain the change and address their questions.

Send a company-wide email to ensure all employees receive the initial announcement and key details.

Create a dedicated section on the company's intranet portal with FAQs, updates, and resources related to the change.

Tailor the message to the audience:

When communicating with frontline employees, emphasize how the change will simplify their tasks, reduce manual work, and improve customer service.

When addressing managers, highlight how the change will enhance decision-making, provide better data insights, and increase their team's effectiveness.

Provide opportunities for two-way communication:

Organize town hall meetings where employees can openly share their concerns, ask questions, and receive clarifications directly from senior leaders.

Create an anonymous suggestion box where employees can submit their feedback or suggestions related to the change.

Involve change agents and leaders:

Train change agents to effectively communicate the change message to their respective teams and address any concerns.

Have top executives deliver a series of presentations across different departments, expressing their support for the change and answering questions from employees.

Use a consistent and repetitive message:

Repeat the key benefits of the change during team meetings, project updates, and in regular newsletters to reinforce the message.

Use consistent branding and visual elements in all communication materials related to the change.

Provide ongoing communication:

Send regular progress updates via email or intranet announcements to keep employees informed about the status of the change initiative.

Conduct monthly or quarterly meetings to review the progress, address any roadblocks, and celebrate milestones achieved.

Consider the timing and frequency of communication:

Share the initial announcement of the change as soon as the decision is finalized to avoid rumors or misinformation spreading among employees.

Provide more frequent communication during critical phases of the change, such as just before the implementation or when addressing major concerns.

Use visual aids and storytelling techniques:

Create an engaging video presentation explaining the change, its benefits, and success stories from other organizations that have implemented similar changes.

Develop infographics or flowcharts to visually represent the before-and-after process and illustrate how the change will improve efficiency.

Monitor and evaluate communication effectiveness:

Conduct anonymous surveys or feedback sessions to gather employees' opinions on the clarity and effectiveness of the communication efforts.

Analyze engagement metrics on the intranet portal to determine the level of interest and interaction with the change-related content.

These examples demonstrate how the recommendations for communicating change can be implemented in various ways to ensure clear, effective, and engaging communication with change recipients.