Change Management Plan Skill

Produces a structured change management plan — because most change initiatives fail not because the change is wrong, but because people aren't brought along with it.

Required Inputs

Ask the user for these if not provided:

• The change (what is changing, and what is the current state?)
• Scale (how many people affected, in how many teams/locations?)
• Timeline (when does the change go live? How long is the transition?)
• Sponsor (who is accountable at senior level?)
• Key concern (what is the biggest risk to adoption?)
• What happens if change fails (consequences of low adoption)

Output Structure

Change Management Plan: [Change Name]

Change sponsor: [Executive owner] Change manager: [Who is running this] Go-live date: [Date] Affected population: [N people, N teams/locations]

1. Change Summary

From (current state): [Specific description of today's situation] To (future state): [Specific description of what changes] Why this change is happening: [Honest explanation — people adopt change faster when they understand the real reason] What stays the same: [Explicitly naming what is NOT changing reduces anxiety]

2. Stakeholder Analysis

Key influencers to engage early: [Name the informal leaders, respected voices, and early adopters who can help. And the resistors who need direct attention.]

3. Impact Assessment

4. Communication Plan

Core message: [The 1-sentence summary everyone should understand and remember]

Communication principles:

• Over-communicate — people need to hear a message 7 times to internalise it
• Use managers to cascade, not just top-down announcements
• Create a feedback channel — questions left unanswered become rumours

5. Training and Support Plan

Go-live support:

• [What support is available on day 1 — helpdesk, floor walkers, champions]
• [Escalation path for issues in first 30 days]

6. Resistance Management

Anticipated resistance sources:

Resistance management principles:

• Acknowledge concerns genuinely — dismissing resistance amplifies it
• Involve resistors in design where possible — converts them into advocates
• Distinguish between genuine concerns (worth addressing) and preference for the status quo (to be managed, not solved)

7. Adoption Metrics

Adoption milestones:

• D+7: [First check — early issues identified]
• D+30: [First adoption review]
• D+90: [Sustained adoption confirmed or remediation plan activated]

Quality Checks

• "What stays the same" is explicitly addressed
• Stakeholder analysis includes resistors, not just supporters
• Communication plan uses managers to cascade (not just top-down)
• Training is timed before go-live (not after)
• Adoption metrics have a measurement date and owner
• Resistance management has specific responses (not just "communicate more")

Anti-Patterns

• Do not treat communication as a one-time announcement — people need to hear a message multiple times before they internalise it; plan for repeated touchpoints
• Do not assign change management to a single owner without involving line managers — managers are the most effective cascade channel and must be briefed before their teams
• Do not schedule training after go-live — people who learn a new system on the day they need to use it will revert to the old process
• Do not ignore resistors in the stakeholder analysis — resistors who are not explicitly engaged will undermine adoption, especially informal leaders
• Do not measure adoption only at go-live — the real test is sustained adoption at 90 days, when novelty has worn off

Example Trigger Phrases

• "Write a change management plan for [initiative]"
• "Help me plan the rollout of [system change] for [team/org]"
• "Create a communication and training plan for [change]"
• "How do I manage resistance to [change]?"