OCM Element 1: Understanding and Defining Change

• Find the source of the change. When change drops in unannounced, quickly determine who’s leading it. Talk to the sponsor and review any related documents you can obtain, including emails, project plans, meeting notes, etc.
• Align the minds. Define the lines. Call a quick meeting with sponsors, project leads, and key folks to co-create a document that outlines the change – what it is, why it matters, how success looks, and what could go wrong.
• Map the move from now to next. Draw a simple flow: where things are now, what actions are needed, and where you’re headed. It doesn’t need to be pretty – just clear enough to guide the way.
• Frame the change in one page. Jot down the basics – who’s involved, what’s changing, why it matters, and when it’s happening. Keep it tight and tidy.
• Two to three, let it be. With your key players, agree on two to three clear, measurable outcomes. Share them with everyone impacted so they know what success looks like and how to aim for it. 

California Department of Technology (CDT) provides OD-related reference materials and tools that can be customized to meet your specific needs. For more in-depth guidance, including one-on-one consulting, reach out directly to CDT by filling out their Contact Form. Their services encompass a broad range of topics, including Organizational Change Management (OCM), Technology Consulting, and Project Management.

• Change Magnitude Assessment Template – This assessment is used to gain an understanding of the organization, define the relative size and magnitude of the change, and tailor OCM efforts to the organization’s priority areas. In addition, the assessment provides a high-level overview for the OCM Practitioner to refer to when discussing the direction of the OCM effort.