Description — Mapping Organizational Change: A Guidebook on Program Needs

About this interventionCOV-MAP ORG Change 2

This guidebook includes graphic tools for planning and implementing change in seven steps. The graphic tools (maps) are designed to be filled in and used to guide discussions among organizational leaders and key staff. Their main purpose is to systematize the change process and provide a “paper trail” that can act as an organizational memory and as a foundation for explaining changes to appropriate constituencies, including accrediting agencies.

Mapping Organizational Change describes a logical sequence of steps. In order to improve communication and memory during change, the “mapping” approach described in the application focuses on providing a concrete, easy to use set of activities to keep change visible and on track.

A collection of mapping tools that guide discussions among organizational leaders and key staff to systemize the communication, goal setting, and change process.

Sections in this intervention include Guidebook Steps with Maps:

  • Step 1. Identify Strengths and Problems
    In this step you will administer assessment instruments to members of your organization and examine the results to develop a list of your organization’s strengths and problems. This step will provide a basis for initiating activities to remediate or avoid problems that may be interfering with your organization’s effectiveness. It also provides an opportunity for increasing motivation and commitment via positive feedback on strengths.
  • Step 2. Analyze Problems
    In this step you will look at causes and consequences of each problem area identified in Step 1. Possible solutions will be brainstormed at this time.
  • Step 3. Select Potential Goals
    Each problem is listed and potential goals (solutions to work toward) are selected for further analysis.
  • Step 4. (A) Explore Goals and (B) Examine Goal Consequences
    Look at each goal in more detail to determine its feasibility and issues that may arise. Then, check out if a goal is worth pursing by looking at its negatives and positives.
  • Step 5. Choose Target and Identify Sub-Goals
    Break down larger goals into a sequence of sub-goals.
  • Step 6. Create Action Plans
    For each goal or sub-goal list the specific actions that need to be done and when they need to be started and finished.
  • Step 7. (A) After Action Review and (B) Re-Administer Assessments
    As you are completing actions to reach a goal, it is important to assess your progress so that you can make “mid-course” corrections. It is also valuable to repeat the overall assessment to formalize the effects of change efforts and identify additional problems.

Recommended Citation: Dansereau, D. F., & Simpson, D. D. (2006). Mapping organizational change: A guidebook on program needs. Fort Worth: Texas Christian University, Institute of Behavioral Research. Available: the IBR Web site: www.ibr.tcu.edu