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Section 4 Fill in the Blank WorkbookVersion en ligne
Fill in the blanks as you go through this interactive workbook. Read and review the Standard as you go.
1
increase the likelihood
behave differently
organization readiness
increase stakeholder utilization
transitional process
adopted
future state
benefits realization
sustainability
change adoption
accelerate and maximize
single event
varied events
productivity decline
minimize
change management
learning curve
increase stakeholder engagement
current state
Change
is
not
a
,
but
a
with
multiple
and
supporting
the
objective
of
moving
an
organization
and
its
stakeholders
from
a
to
a
.
Without
,
adoption
of
the
change
can
fail
and
old
behaviors
resume
.
Stakeholders
must
begin
to
for
the
change
to
be
.
Effective
change
management
results
in
higher
likelihood
of
and
.
Change
management
can
increase
,
flexibility
,
and
adaptability
.
Change
management
can
,
morale
,
and
preparedness
for
the
new
way
.
Change
management
can
the
depth
of
any
performance
and
during
change
.
Change
management
can
performance
during
and
following
the
change
.
Change
management
can
of
and
proficiency
in
the
new
way
.
Change
management
can
minimize
the
and
speed
to
adoption
of
the
new
way
.
Change
management
can
of
benefits
realization
Change
management
can
optimize
long
-
term
once
the
future
state
is
achieved
.
2
component activities
sustain
change management
vision statement
why the change is needed
future-focused statement
strategic planning
individual and collective adoption
Strategic planning
establishes
a
vision
,
and
its
determine
the
future
state
and
ongoing
organization
changes
required
to
successfully
operationalize
and
it
.
Change
management
drives
,
thus
ensuring
achievement
of
expected
benefits
and
return
on
investment
.
The
creates
the
initial
and
foundation
link
between
strategic
planning
and
.
The
vision
is
an
aspirational
and
that
typically
describes
.
The
vision
is
a
leading
component
of
.
3
systems initiative
name of a project
procedure update
one-size-fits-all
change definition
Defining
a
change
by
the
,
a
new
,
process
design
,
acquisition
,
policy
,
or
is
often
incomplete
.
Change
management
is
not
a
approach
and
can
be
scaled
to
fit
any
organizational
change
.
A
must
be
based
on
an
analysis
of
a
number
of
change
variables
that
can
differ
from
one
change
to
the
next
.
4
change management
objective
project management
management
integrated
people side
increase efficiency
organizational objectives
overlap
complementary
adoption
Project
management
and
Change
management
are
yet
distinct
disciplines
that
may
during
change
delivery
and
are
often
interdependent
when
delivering
value
to
the
organization
.
Effective
integration
of
and
is
required
to
ensure
that
are
achieved
.
Change
management
methodologies
typically
emphasize
the
of
change
.
Where
commonalities
exist
,
tools
should
be
to
and
collaboration
between
the
two
disciplines
.
The
common
of
project
and
change
management
is
to
add
value
to
the
organization
.
Change
management
focuses
on
risks
to
the
of
the
change
.
5
future state
prioritization of change initiatives
transition
organizational and individual
measures of accountability
organizational and individual
monitor change fatigue
active leadership
Change
is
managed
at
both
the
levels
.
It
is
important
to
identify
to
ensure
change
is
successful
at
both
the
levels
.
At
an
organizational
level
,
change
management
efforts
assess
and
understand
an
organization
?
s
in
an
effort
to
and
saturation
,
as
well
as
build
change
agility
.
Sponsorship
and
needs
to
ensure
successful
change
and
coach
an
individual
through
personal
.
Change
management
facilitates
the
transition
of
organizations
and
their
stakeholders
to
sustain
the
.
6
Change Management Team
Change Management Lead
Sponsor
Change Management Practitioner
Agents
is
an
individual
responsible
for
coordinating
,
applying
,
and
tracking
change
management
tools
or
activities
.
:
A
group
of
individuals
who
work
together
facilitating
change
management
activities
to
design
,
analyze
,
develop
,
and
enable
the
organization
to
own
and
effectively
drive
adoption
,
usage
,
and
proficiency
This
individual
has
direct
day
-
to
-
day
control
over
the
change
management
team
,
the
change
project
schedule
,
associated
budgets
,
and
resources
:
.
The
individual
or
group
in
the
organization
accountable
for
the
realization
of
the
benefits
of
a
change
:
.
They
model
the
required
behaviors
in
their
areas
,
provide
feedback
on
change
activities
,
and
actively
engage
with
others
around
change
activities
:
Change
.
7
contingency plans
Alignment
structure, processes, and people
increased
time and space
common vision
environment
is
an
important
element
of
successful
change
initiatives
.
Leaders
must
also
develop
to
detect
and
remediate
alignment
issues
that
may
occur
before
,
during
,
or
after
change
occurs
.
Likelihood
of
the
successful
implementation
and
adoption
of
change
is
when
the
organization
?
s
are
continually
aligned
to
a
.
It
is
important
that
leaders
create
an
where
followers
have
the
necessary
to
engage
in
and
become
comfortable
with
the
new
ways
of
workin
g
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