Part I Interview a manager at any level involved in change within his or her organization ( If you cannot interview a manager, you may respond with your experience ) Ask the person to describe the change, what he or she was trying to accomplish, and what happened Use the following questions as guides for the interview How was the desired change identified What were the reasons for the change Describe the gap between the organization's current performance and the desired future state What was the vision for the change How was that vision communicated throughout the organization How were the change's formal structures, systems, and processes involved How were the recipients of change and other key stakeholders engaged to get them on board with the change What tools and training were used as the change was implemented, and how did the leadership make the change stick What challenges surfaced that weren't accounted for in the original change plan What were the results of the change process Did the results reflect the original vision How was measurement used to facilitate change at different stages of the process

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Part I Interview a manager at any level involved in change within his or her organization. ( If you cannot interview a manager, you may

Part I Interview a manager at any level involved in change within his or her organization. (If you cannot interview a manager, you may respond with your experience.) Ask the person to describe the change, what he or she was trying to accomplish, and what happened. Use the following questions as guides for the interview.

How was the desired change identified? What were the reasons for the change?
Describe the gap between the organization's current performance and the desired future state.
What was the vision for the change? How was that vision communicated throughout the organization?
How were the change's formal structures, systems, and processes involved?
How were the recipients of change and other key stakeholders engaged to get them on board with the change?
What tools and training were used as the change was implemented, and how did the leadership make the change stick?
What challenges surfaced that weren't accounted for in the original change plan?
What were the results of the change process? Did the results reflect the original vision? How was measurement used to facilitate change at different stages of the process?