Phase IX of The Change Leader’s Roadmap: Learn and Course Correct is your guide for wrapping up your project effectively and supporting the organization to continue to uplevel its change leadership capability from have learned from how this project was led. Learning and Course Correcting refers to what occurred in how you handled the work of all four quadrants: Content (Systems), Mindset, Behavior and Culture change. It ensures that continuous improvement of the New State is supported, and that best change practices for how the project was led are identified and housed so they can be trained and followed in future projects. This Phase also supports you to dismantle any temporary structures, systems, polices and roles that are no longer needed, as well as the identification of those to formalize because they continue to add value to the new organization, which is an agile move!

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Phase VIII: Celebrate and Integrate the New State is key to the full adoption of your solution. Its first Activity focuses on acknowledging the work done to implement the Desire State solution so that people recognize that their reality is now different and they can feel a part of having successfully achieved it in the organization. The second Activity is a key one to enable full adoption. Its first task is designed to support individuals and intact work teams to openly and safely discuss what is working, what still needs attention, and what might now need to be improved for optimal performance. Its second task focuses on the whole system engaged or impacted by the New State solution now that it has been implemented. All stakeholders gather to describe their part in the New State, what they need to fulfill their purpose and what they offer to others once the do. This enables everyone to see the full picture of how the New State needs to operate to fully achieve its results.

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Phase VII is where you finally get to roll out the Implementation Master Plan to do the work necessary to get your aspired Desired State into place. During Implementation, you will be monitoring both the process of change--the way in which the project is being led and how the organization and your stakeholders are taking on the Desired State’s requirements. You will also be monitoring the Desired State solution you are putting into place. You will likely be actively course correcting or adjusting either the change process or your content solution as the change unfolds.

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In this bonus episode of Ask Dr. Change, Dr. Linda Ackerman Anderson shares an episode from the Change Signal podcast, hosted by Michael Bungay Stanier. Linda found this particular conversation especially relevant for leaders and consultants engaged in transformational change and wanted to bring it directly to her audience.

The featured episode—“Is Your Organization Change Allergic?”—explores why many organizations don’t simply resist change but have a deeper, systemic “allergy” to it. In her conversation with host Michael Bungay Stanier, Anne Gotte, SVP of Global Talent & Organization Effectiveness at Mondelēz International, challenges the idea that traditional change management is sufficient in today’s environment. She argues that modern organizations require an ongoing capacity for change, not episodic interventions.

Together, Anne and Michael examine the limits of top-down “decree change,” the importance of building emotional tolerance for uncertainty, and why embracing messy, imperfect leadership is often the most effective path forward. The dialogue offers grounded insight and practical guidance for anyone leading or supporting complex transformation efforts.

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Phase VI of the Change Leader’s Roadmap is a continuation of the Impact Analysis work done in Phase V. Here you take the impacts and issues you identified and grouped and determine resolutions to them, translated into actions that can then be compiled into the Implementation Master Plan. Key is integrating actions to accelerate work when it is being implemented. Your plan needs to reflect the four quadrants—actions to address mindset, behavior, culture and of course, the content changes require by the project. Phase VI also prepares the people engaged and impacted by the project to be ready to take on the future state through training or site visits and the like.

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Phase V of The Change Leader’s Roadmap: Analyze the Impact, takes a deep dive into the actual magnitude of change work that will be triggered by implementing the Desired State design determined in Phase IV. It compares all relevant aspects of the current state—organizational, behavioral, cultural and mindset—with the requirements of the Desired State. The questions and impacts needing further attention are identified, grouped, assigned, and assessed so they can be prioritized, resolved and planned for in the next phase. This work is essential to generate the Implementation Master Plan and identify a realistic timeline and resources.

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Phase IV of The Change Leader’s Roadmap is the Design Phase, where you take your Design Requirements from Phase III to determine the best solution to meet the needs of the future state. This high-level overview is key to ensuring you have a four-quadrant solution that will sustain its value once implemented. Details of the Design Phase are further outlined in Episode 41 of Ask Dr. Change. It covers in-depth the process, structure and requirements of this phase. Review that to embellish this episode so that you ensure you are taking a Conscious Change Leadership approach to Design.

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Phase III of The Change Leader’s Roadmap: Assess the Situation to Determine Design Requirements enables the upcoming Design work for your project to be handled in the most informative and aligned way possible. In it, you are assessing relevant (four quadrant) aspects of the organization and its culture for what already support your desired future state, what blocks it and what might need to be added brand new. It also considers best practices from other organizations who have made this type of change, and importantly, requests input from your stakeholders and end-users. One unique addition to this phase is the determination of the leaders’ boundary conditions for the solution--what are the “givens” or lines in the sand the design scenario must respect. All this helps to align the people doing the design to know what the solution needs to meet to be successful, your Design Requirements.

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