Consider reviewing the “checklist” below, perhaps have several persons involved in responding to, or initiating the change respond to the questions below. Value may be rendered from the varied responses received, or at least, greater confidence that each of the “initiators” or “responders” share similar expectations. In the process of reviewing these changes and dealing with the effects of change within our environments, we should remind ourselves that “alas, common sense is no longer common”. Mark Twain. As such, what may seem obvious, or common knowledge to us, is many times, not so common to others.

What is changing?. Management? Organizational Structure? Compensation?

How large scale is the change? The organization? Region? Department?
     A team? A person?

What is the expected effect? Departmental restructuring? Compensation      impact? Changes of individual and/or department responsibility?

Who will it effect – foremost?

Who will it effect indirectly? Employees? Customers? Prospects? Vendors?

Do we desire to mediate (diminish) the effects of the change? If so, how do you      propose we do so?

   Is it expected that the change will be viewed, at least initially, as positive? Should it be perceived as positive, or should efforts to “positively spin” the effects be avoided, or supported?

   Organizational change can be challenging with short-term results that can leave long-term residual impact. While it is true that an organization will do what is necessary to survive and thrive and generally, this is what is best for most employees, it is still necessary to remember it is often not what is best for all employees. Make every effort to communicate honestly and openly to as many persons as possible with the objective of communicating the long term effect and vision of the organization.