Capability before requirement.
WHY IT IS THE COMMONEST FAILURE
People are required to work differently without being able to.
WHAT TO ESTABLISH
What each person must be able to do What they can do now What closes the gap
WHAT TO PROVIDE
Training, before the change takes effect Practice, before it matters Support during the transition Documentation they can refer to
WHY PRACTICE MATTERS
Being told is not being able.
WHAT TO ESTABLISH
Opportunity to practise without consequence.
WHY
People will not attempt something new where failure is costly.
WHAT TIMING TO USE
Close enough to the change that it is remembered.
WHY
Training long before implementation is forgotten.
WHAT TO PROVIDE DURING TRANSITION
More support than seems necessary.
WHY
The period immediately after a change is when people revert.
WHAT TO ESTABLISH
Someone to ask, readily available.
WHAT TO EXPECT
A temporary fall in productivity.
WHY IT MATTERS TO SAY SO
Unplanned productivity loss is read as the change failing.
WHAT TO PLAN
Capacity for that period.
WHAT TO AVOID
Changing during the busiest period Removing support too early Expecting immediate proficiency
WHAT TO ESTABLISH
What people should do when the new way does not cover a situation.
WHY
Unanticipated situations are where workarounds begin.
WHAT TO DOCUMENT
The new way, accessibly.
WHAT TO UPDATE
Documentation, as problems are found.
