- Fishbowl Discussion. No one likes for decisions to be made for them. …
- Force-Field Analysis. …
- The Switch Places Exercise. …
- The RACI Matrix. …
- The Four P’s. …
- Fishbone Analysis. …
- Cross Your Arms. …
- Form a New Company.
11 effective change management activities
By involving team members, boosting morale, and easing tension, change management activities help organizations manage workplace transitions. Here are some engaging activities you can do with your group as part of your change management plan:
1. Sharing values
How to play:
After spending two minutes writing down individually their opinions of the company’s core values, participants are divided into smaller groups. Each participant talks to their group about the values they recorded.
After that, groups work together to create a new list by debating the values that are most important to them. Each group’s values are written on a sizable poster or whiteboard before everyone reassembles for a larger team discussion. Discuss as an entire team.
Why it’s useful: By getting everyone to agree on the company’s values, this activity can aid in team members’ understanding of the advantages of change.
2. Pattern identification
How to play:
Ask participants to continue writing their responses with their other hand halfway through the activity after spending three minutes responding to the question, “How does change typically affect you.” After the three minutes, ask participants to reflect on their answers and how they wrote with their non-dominant hand.
Why it’s useful: Through this activity, participants can express how they think they handle change before observing their actual behaviors in challenging situations. This helps them understand potential patterns in dealing with change.
3. Fishbowl discussion
How to play:
A table with eight chairs should be set up, and six people should participate as the “inner” group. Leave two chairs empty. The remaining participants will observe and take notes while standing around the table.
A real-life or role-playing scenario is briefly presented by the lead facilitator for discussion. Only the six inner participants begin discussing the issue.
Observers may take a seat in an open chair during breaks in the conversation to offer their opinions. If there isn’t a natural break, the facilitator should inquire about any comments from observers. Continue the discussion for no more than 10 minutes, then conclude with some closing remarks.
Why it’s useful: Outsiders may feel excluded from the process when small groups hold discussions and make decisions that affect larger groups. Giving the general group the chance to listen and offer feedback at specific points will help them feel like their opinions are represented.
4. Changing places
How to play:
Place an object in the center of a circle of chairs with the object. Allow participants to choose their own seats and observe the object. After a minute, ask them to change seats.
Ask people to come forward and describe the object from their new perspective. Only ask participants to change once more if they want to. Invite new individuals to describe the thing from their fresh perspective.
Why it’s useful: Demonstrating the value of acquiring new perspectives can aid individuals in appreciating the advantages of change. The more perspectives we have, the more chances we have to discover fresh, admirable qualities.
5. Force-field analysis
How to play:
Write one particular change you want to see or investigate on a sizable poster or whiteboard. Label the left column “driving forces” and the right column “restraining forces” on your board by drawing a line down the center of it. Think of the motivating factors that will advance the change and the inhibiting factors that will work against it.
Write a score of 0 to 5 next to each force to indicate how much it will influence the change favorably or unfavorably. Think of ways to increase the driving forces and decrease the restraining forces that the group has identified.
Why it’s useful: By understanding the forces that both support and oppose your initiative, you and your team can develop the most efficient plan to bring about the change.
6. The four P’s
How to play:
Draw four columns on a large poster or whiteboard and label them Project, Purpose, Particulars, and People. Write down each worry for the group after having participants describe how they think a specific change will affect each of the four categories. Discuss the concerns as a team.
Why it’s helpful: By discussing team members’ concerns collectively, you can give them a clearer understanding of how a particular change will actually affect them. This can alleviate stress and reduce resistance to change.
7. Times change
How to play:
After having participants list their top five life experiences, pair them up into groups of two. Participants should discuss one major life change with their partner, outlining why it was challenging, how they coped with it, and how they felt afterwards.
Why it’s useful: This exercise shows that problems brought on by change can be overcome. Negative emotions might not always linger after a change and enough time have passed.
8. Index cards
How to play:
Give each team 25 index cards and a roll of tape after dividing the group into teams of three to five people. Ask the groups to build the tallest tower they can using their materials in the allotted five minutes. Ask the team with the highest tower to destroy it after determining it.
Give each team 25 more index cards and give them five minutes to construct another tower, but this time without tape. Measure the new towers again.
Why it’s useful: Participants discover how supportive teams can help them overcome challenges brought on by change.
9. Can-do company
How to play:
Ask each of the five to six teams in your group to come up with a creative business idea. Every group member should have a specific responsibility, such as a planner, designer, or marketer.
Move a few participants to other groups and introduce one new component the business idea must have after the groups have strategized for 10 minutes. Give the new groups 10 more minutes to come up with a plan using the fresh information.
Following each group’s presentation, everyone votes on the winning concept.
Why it’s useful: This exercise emphasizes the value of teamwork and shows how flexibility is a key component of process change.
10. Positives and negatives of change
How to play:
Make a list of eight to ten words that describe “change” before the activity, such as “transition,” “evolution,” or “transformation.” Ask participants to stand in a line.
Ask participants to move forward if they believe the first word is positive or to move back if they believe it is negative as you read it aloud. After participants have had a chance to discuss their selections, repeat the exercise using each word on your list. Finish with a direct conversation about how to perceive change-related terms more favorably.
Why it’s useful: Through this process, you can identify participants who might be innately more resistant to change and work to persuade them to view change as beneficial.
11. Cross your arms the “other” way
How to play:
Request that participants cross their arms however they feel most comfortable. Once they’re at ease, request that they cross their arms. Ask them how they feel about this slight but observable change as long as they keep their arms crossed. Ask them to keep track of whether the previously uncomfortable position feels more at ease during the discussion.
Why it’s helpful: This activity demonstrates to team members that discomfort with change does not last forever. Over time, change becomes more normal.
What are change management activities?
Activities for change management are intended to encourage team members to be more receptive and accepting of organizational changes. Engaging games at staff meetings or company retreats are some change management activities. Others include equipment and procedures that management can use to assist with long-term projects.
Tips for successful change management activities
Identify your team members’ change personalities
Three team member personality types typically emerge with every change: the resistant, the early adopters, and the bystanders. You can better understand how your change management plan might be received and how to advance it by identifying these:
Communicate progress updates
Keeping everyone informed of the development of your change management plan makes them feel like an important participant in the procedure. You could email timely updates or a weekly or monthly newsletter. For a more individualized, less email-heavy approach, you could also post updates using a company chat or project management app.
Encourage feedback
Set and celebrate goals
Some transitions take longer than others, and it can be challenging to maintain enthusiasm or morale. Setting modest objectives and celebrating small victories can inspire team members. Take the time to celebrate with your team in a big way once you’ve reached your larger goals.
Analyze your results
Establish sporadic benchmarks to gauge the accomplishment of your change management efforts to date. Review your project’s progress currently being made, gather information, and identify the tools and procedures that are not working well. You can make adjustments to your change strategy until you achieve your desired outcome by analyzing it from an organizational and cultural standpoint.
A short activity on Change
FAQ
What are the 7 R’s of change management?
According to Cummings and Worley (2009), there are five main activities that can be used to organize the variety of practical advice for leading and managing change: (1) inspiring change; (2) developing vision; (3) gaining political support; (4) managing the transition; and (5) maintaining momentum.
What are some good examples of change management?
- Raised. Who raised or suggested the change? …
- Reason. What is the reason for the change? …
- Return. What return is required from the change? …
- Risks. What are the risks involved in the change? …
- Resources. What resources are required to deliver the change? …
- Responsibilty. …
- Relationship.
