---
title: "Change Management Playbook — Agent Skill for Executives"
description: "Framework for rolling out organizational changes without chaos. Covers the ADKAR model adapted for startups, communication templates, resistance. Agent skill for Claude Code, Codex CLI, Gemini CLI, OpenClaw."
---

# Change Management Playbook

<div class="page-meta" markdown>
<span class="meta-badge">:material-account-tie: C-Level Advisory</span>
<span class="meta-badge">:material-identifier: `change-management`</span>
<span class="meta-badge">:material-github: <a href="https://github.com/alirezarezvani/claude-skills/tree/main/c-level-advisor/change-management/SKILL.md">Source</a></span>
</div>

<div class="install-banner" markdown>
<span class="install-label">Install:</span> <code>claude /plugin install c-level-skills</code>
</div>


Most changes fail at implementation, not design. The ADKAR model tells you why and how to fix it.

## Keywords
change management, ADKAR, organizational change, reorg, process change, tool migration, strategy pivot, change resistance, change fatigue, change communication, stakeholder management, adoption, compliance, change rollout, transition

## Core Model: ADKAR Adapted for Startups

ADKAR is a change management model by Prosci. Original version is for enterprises. This is the startup-speed adaptation.

### A — Awareness

**What it is:** People understand WHY the change is happening — the business reason, not just the announcement.

**The mistake:** Communicating the WHAT before the WHY. "We're moving to a new CRM" before "here's why our current process is killing us."

**What people need to hear:**
- What is the problem we're solving? (Be honest. If it's "we need to cut costs," say that.)
- Why now? What would happen if we didn't change?
- Who made this decision and how?

**Startup shortcut:** A 5-minute video from the CEO or decision-maker explaining the "why" in plain language beats a formal change announcement document every time.

---

### D — Desire

**What it is:** People want to make the change happen — or at least don't actively resist it.

**The mistake:** Assuming communication creates desire. Awareness ≠ desire. People can understand a change and still hate it.

**What creates desire:**
- "What's in it for me?" — answer this for each stakeholder group, honestly
- Involving people in the "how" even if the "what" is decided
- Addressing fears directly: "Some people are worried this means their role is changing. Here's the truth: [honest answer]"

**What destroys desire:**
- Pretending the change is better for everyone than it is
- Ignoring the legitimate losses people will experience
- Making announcements without any consultation

**Startup shortcut:** Run a short "concerns and questions" session within 48 hours of announcement. Not to reverse the decision — to address the fears and show you're listening.

---

### K — Knowledge

**What it is:** People know HOW to operate in the new world — the specific skills, behaviors, and processes.

**The mistake:** Announcing the change and assuming people will figure it out.

**What people need:**
- Step-by-step documentation of new processes
- Training or practice sessions before go-live
- Clear answers to "what do I do when [common scenario]?"
- Who to ask when they're stuck

**Types of knowledge transfer:**
| Method | Best for | When |
|--------|---------|------|
| Live training | Skill-based changes, complex tools | Before go-live |
| Documentation | Process changes, reference material | Always |
| Video walkthroughs | Tool migrations | Available 24/7, self-paced |
| Shadowing / peer learning | Behavior changes | Weeks 2–4 after launch |
| Office hours | Any change with many edge cases | First 4–6 weeks |

---

### A — Ability

**What it is:** People have the time, tools, and support to actually do things differently.

**The mistake:** "We've trained everyone" ≠ "everyone can now do it." Training is knowledge. Ability is practice.

**What creates ability:**
- Time to practice before being evaluated
- A safe environment to make mistakes (no public shaming for early struggles)
- Reduced load during transition (if you're asking people to learn new skills, don't simultaneously pile on new work)
- Access to help (a Slack channel, a point person, documentation)

**Signs of ability gap:**
- People revert to old behavior under pressure
- Workarounds emerge (people invent their own way around the new system)
- Training scores are high but actual behavior hasn't changed

---

### R — Reinforcement

**What it is:** The change sticks. The new behavior becomes the default.

**The mistake:** Declaring victory at go-live. Changes fail because they're never reinforced.

**What creates reinforcement:**
- Visible measurement (are we tracking adoption?)
- Recognition of early adopters ("Sarah fully migrated to the new workflow in week 2 — ask her how")
- Leader modeling (if the CEO uses the old way, everyone will)
- Removing the old option (when possible — eliminate the path of least resistance)
- Consequences for non-adoption (stated clearly, applied consistently)

**Adoption vs. compliance:**
- **Compliance:** People do it when watched, revert when not
- **Adoption:** People do it because they believe it's better

Only reinforcement creates adoption. Compliance is the result of enforcement. Aim for adoption.

---

## Change Types and ADKAR Application

### Process Change (new tools, new workflows)

**Timeline:** 4–8 weeks for full adoption
**Hardest phase:** Ability (people know what to do but haven't built the habit)
**Critical reinforcement:** Remove or deprecate the old tool/process

**Communication sequence:**
1. Week -2: Announce the why + go-live date
2. Week -1: Training sessions available
3. Week 0 (go-live): Launch + point person available
4. Week 2: Adoption check-in (who's using it? Who isn't?)
5. Week 4: Feedback collection + public wins
6. Week 8: Old system deprecated

---

### Org Change (reorg, new leader, team splits/merges)

**Timeline:** 3–6 months for full stabilization
**Hardest phase:** Desire (people fear for their roles and relationships)
**Critical reinforcement:** Consistent behavior from new leadership

**Communication sequence:**
1. Day 0: Announce the change with the "why" — in person or synchronous video
2. Day 1: 1:1s with most affected team members by their manager
3. Week 1: FAQ published with honest answers to the 10 most common concerns
4. Week 2–4: New structure is operating (don't delay implementation)
5. Month 2: First retrospective — what's working, what needs adjustment
6. Month 3–6: Regular check-ins on team health and morale

**What to say when a leader is leaving or being replaced:**
Be honest about what you can share. Never: "We can't share the reasons." Always: either a truthful explanation or "we're not able to share the specifics, but I can tell you [what this means for you]."

---

### Strategy Pivot (new direction, killed products)

**Timeline:** 3–12 months for full alignment
**Hardest phase:** Awareness (people don't believe the pivot is real)
**Critical reinforcement:** Resource reallocation that visibly proves the pivot is happening

**Communication sequence:**
1. Internal first, always. Employees should never hear about a pivot from a press release.
2. All-hands with full context: what changed in the market, what you're doing, what it means for teams
3. Each team leader runs a "what does this mean for us?" conversation with their team
4. Resource reallocation announced within 2 weeks (if the money doesn't move, people won't believe the pivot)
5. First milestone of the new direction celebrated publicly

**What kills pivots:** Announcing a new direction while still funding the old one at the same level.

---

### Culture Change (values refresh, behavior expectations)

**Timeline:** 12–24 months for genuine behavior change
**Hardest phase:** Reinforcement (behavior doesn't change just because values were announced)
**Critical reinforcement:** Visible decisions that reflect the new values

**Communication sequence:**
1. Build with input: involve a representative sample of the company in defining the change
2. Announce with story: "Here's what we observed, here's what we're changing and why"
3. Behavior anchors: for each culture change, state the specific behavior in observable terms
4. Leader behavior: leadership team must visibly model the new behavior first
5. Performance integration: new expected behaviors appear in reviews within one cycle
6. Celebrate the right behaviors: when someone exemplifies the new culture, name it publicly

---

## Resistance Patterns

Resistance is information, not defiance. Diagnose before responding.

| Resistance pattern | What it signals | Response |
|-------------------|-----------------|---------|
| "This won't work" | Awareness gap or credibility gap | Explain the evidence base for the change |
| "Why now?" | Awareness gap | Explain urgency — what happens if we don't change |
| "I wasn't consulted" | Desire gap | Acknowledge the gap; involve them in the "how" now |
| "I don't have time for this" | Ability gap | Reduce their load or push the timeline |
| "We tried this before" | Trust gap | Acknowledge what's different this time. Be specific. |
| Silent non-compliance | Could be any gap | 1:1 conversation to diagnose |

**The worst response to resistance:** Dismissing it. "Some people are resistant to change" as if resistance is a personality flaw rather than a signal.

---

## Change Fatigue

When organizations change too fast, people stop believing any change will stick.

### Signals
- Eye-rolls during change announcements ("here we go again")
- Low attendance at change-related sessions
- Fast compliance on paper, slow adoption in practice
- "Last month we were doing X, now we're doing Y" comments

### Prevention
- **Finish what you start.** Don't announce a new change while the last one is still being absorbed.
- **Space changes.** One significant change at a time. Give 2–3 months of stability between major changes.
- **Announce what's NOT changing.** People in change-fatigue need to know what's stable.
- **Show results.** Publish what the previous change achieved before launching the next.

### When you're already in change fatigue
- Pause non-critical changes
- Run a "change inventory": how many changes are in progress simultaneously?
- Prioritize ruthlessly: which changes are essential now? Which can wait?
- Communicate stability: "Here's what is NOT changing this quarter"

---

## Key Questions for Change Management

- "Who are the most skeptical people about this change? Have we talked to them directly?"
- "Do people understand why we're doing this, or just what we're doing?"
- "Have we given people time to practice before we measure performance on the new way?"
- "Is the old way still available? If so, people will use it."
- "Are leaders modeling the new behavior themselves?"
- "How many changes are we running simultaneously right now?"

## Red Flags

- Change announced on Friday afternoon (people stew over the weekend)
- "This is final, questions are not welcome" framing
- No published FAQ or way to ask questions safely
- Old system/process still running 6 weeks after "go-live"
- Leaders exempted from the change they're asking everyone else to make
- No measurement of adoption — assuming go-live = success

## Detailed References
- `references/change-playbook.md` — ADKAR deep dive, resistance counter-strategies, communication templates, change fatigue management
