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No comprehensive plan1234567Comprehensive plan preparedviii)All of those who could comment on the plan have had adequate time to studyit.No adequate comment1234567Full comments availableix) Case has been taken to ensure that the risks inherent in the proposed change havebeen identified and assessed.Risks not identified 1234567Risks identified x)Outside comment from impartial specialists has been invited on the wisdom of theproposed change.
19NO GOOD DEED GOES UNPUNISHED CASE: COMMUNITY ARTS FESTIVALNo external comment invited1234567Comprehensive external comment invitedxi) Consideration has been given to the new skills that will be required for the effectiveimplementation of the proposed change.No consideration of skills requirement1234567Full consideration of skills requirementxii)All of those who could inhibit or stop the proposed change have been identified.Potential blockers not identified1234567Potential blockers identifiedxiii)A strategy has been devised for winning over all those who could inhibit orstop the proposed change.No “winning over” strategy identified1234567Comprehensive “winning over” strategy identifiedxiv)The proposed change can be linked directly with strategic plans of theorganizations.No clear links with strategic plans1234567Clear links with strategic plansxv) Those responsible for the proposed change have studied the nature and outcomes ofsimilar initiatives in other organizations.No other organizations visitedor reviewed1234567Several other organizations visited or reviewedxvi)Although based on similar initiatives elsewhere, the need to tailor theproposed changes to the local context is recognized.No allowance made for 1234567Realistic allowance made
20NO GOOD DEED GOES UNPUNISHED CASE: COMMUNITY ARTS FESTIVALcustomization for customizationxvii)Clear success criteria and success measures have been identified.No success criteria or measures identified1234567Success criteria or measuresidentifiedxviii)Procedures have been established to help the organization learn from theexperience of implementing these changes.No learning procedures in place1234567Comprehensive learning procedures in placexix)Top management is deeply committed to the success of proposed changes.Notopmanagementcommitment1234567Full top management commitmentxx) The overall leadership of the proposed change is able and willing to exercise decisiveleadership.Uncertain overall leadership1234567Superior overall leadershipRecommendationsImplementationThe score of 95 indicates that the plan is well developed, but change management canbe improved. The identified recommendations should be implemented using Kotter’s eight-step model. This model primarily focuses on helping organization to prepare for the changes,how to accept the changes as in an organization, not just implement the actual changeimmediately. Another reason to use this model is that it presents steps-by-steps instructions,which is easy to follow and understand:
21NO GOOD DEED GOES UNPUNISHED CASE: COMMUNITY ARTS FESTIVALi)Create urgency. The organization should prioritize the improvement of the