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There is a change management method that we also use successfully when asked to introduce coaching services onto projects. It is discussed elsewhere in the Toolkit and it helps teams to understand the change management process, the objectives and their involvement in the project. It gets your teams aware of the whole change management process and, while they deliver the particular change, helps them to maintain focus on the specific promised business benefits. The same challenges exist for introducing Coaching services and we utilize the same methods.

We call the method Change by Paris as it uses the PARIS acronym. So, in this instance we will call the method Coach by Paris. Let us look at the main elements of the approach and, though in this instance the change refers to the introduction of coaching services to your project or to your organisation, we will use the PARIS acronym and we will go through each element in turn:

  1. Proposal and Plan for change.

  2. A process to identify, clarify and specify the change, to spell out the difficulty to overcome, to describe the need for change and the benefits to leverage and realise following the change, to outline the sequence of recommendations to perform the change and document a Change Plan to evidence this sequence in terms of deliverables, process models, training implications and the business benefits to be accrued from the change.
  3. Agreement and Awareness that change is needed.

  4. Explore opinion, record feedback and gain acknowledgement that this specific change is required. Instigate communications to begin, improve and consolidate buy-in and support where this is needed. Confirm the scope of the change and the business and technical areas involved.
  5. Readiness and Resources to perform the change.

  6. Confirm the business and technical capability, as well as the willingness, of those teams inside the scope of the proposed change to perform this particular change. Confirm the key stakeholders involved from the impacted business and technical areas. Confirm the business executive have support for the involvement of those specific teams inside the scope of the change. Agree with each of the key stakeholders concerned that their respective areas will provide adequate and timely resources for the delivery of the proposed change.
  7. Implementation and Integration of the change.

  8. Deliver the change in line with the Change Plan. Confirm any early benefits to be aimed for as part of the change and confirm the final specification of, and acceptance measures for, the proposed benefits. Report back to key stakeholders any misalignment found, or adjustments needed, regarding scope, team expertise, team availability, benefits delivered and benefits to be delivered.
  9. Sustain and Support the change and the revised model.

  10. Agree a series of recommendations to support the change after it is delivered. Document this in a Change Support Plan to drive the ongoing support of the change and underpin that support with regular reviews of the success of the ongoing revised model.


This approach helps to introduce and support the change management process and is especially useful when this is not a regular or well understood activity in your organisation.

Used for introducing coaching services, the method allows the coach to concentrate the work to identify and resolve pertinent issues relating to the coaching services required whilst offering and bringing a formalised approach to progress the solution. It is not of course the original intention of the PARIS method but it is a fit for purpose approach, helps bring some formality to the process, gives your team a sequenced understood process to follow, helps gel the team and it works. Now let us look at the specific events we choose and the styles we adopt when we coach the team.

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Coaching the Paris Method






   


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