BASIC 8 - Framework Overview
The name, BASIC 8, is drawn from the five phases (BASIC) of change and the eight layers of change activity used in the BASIC 8 framework. These are listed below and developed throughout this site.
Change management models tend to focus on a few conceptual areas, such as phases, leadership, people transition or project implementation. However this is not how change actually happens.
Change practitioners deal with a complex array of factors unique to each change process. All of these dimensions happen in a context that, no matter how well structured, is still essentially fluid. Organisations find themselves in situations where the change management model is true but the practice doesn't match. This is similar to the mathematics of probability. It is true that when a coin is tossed that there is a 50% chance of either heads or tails. In practice though, this does not mean ten coin tosses will generate a series of five pairs of heads then tails results.
Change practitioners deal with a complex array of factors unique to each change process. All of these dimensions happen in a context that, no matter how well structured, is still essentially fluid. Organisations find themselves in situations where the change management model is true but the practice doesn't match. This is similar to the mathematics of probability. It is true that when a coin is tossed that there is a 50% chance of either heads or tails. In practice though, this does not mean ten coin tosses will generate a series of five pairs of heads then tails results.
It would be either arrogant or naive to think that one model or framework will address all the facts and contingencies of change. The field of experience and research is too vast. The uniqueness of every change process is too nuanced.
The BASIC 8 framework adopts an open knowledge approach that draws on the continuously developing body of research and practitioner experience in the field of change management. It does this by addopting a fluid approach to phases and layers of activity that are key dynamics to change management. This means we can draw on well extablished models, research and practice as well as adopt emerging knowledge and theory.
The BASIC 8 approach integrates this dynamic body of knowledge with the lived experience of the fluid nature change dynamics. This gives leaders and organisations a method to navigate the flux between structured plans and emerging realities. The end result is a flexible framework that can be applied rigourously to a broad range of change scenarios.
The BASIC 8 framework adopts an open knowledge approach that draws on the continuously developing body of research and practitioner experience in the field of change management. It does this by addopting a fluid approach to phases and layers of activity that are key dynamics to change management. This means we can draw on well extablished models, research and practice as well as adopt emerging knowledge and theory.
The BASIC 8 approach integrates this dynamic body of knowledge with the lived experience of the fluid nature change dynamics. This gives leaders and organisations a method to navigate the flux between structured plans and emerging realities. The end result is a flexible framework that can be applied rigourously to a broad range of change scenarios.
The core, or first part, of BASIC 8 is a fluid approach to phases.
The approach to phases recognises that phases of change never happen in clearly defined chunks. Further, nearly all the know phases of change exist concurrently during change. For example, the executives leading the change and the project team building the change infrasturcture are normally well past introductory phases long before the rest of the organisation even approaches the beginning or align phases. This dissonance is a common source of project and change shock, leading to disruption and conflict.
So in BASIC 8 phases are approached as having a start-to-start relationship with their successors. This gives it the ability to deal with situations where different parts of the organisation are at different phases. It also makes it more useful for non-restructure change strategies. Most change management material focuses on restructure types of change but these only represent 12.5% of possible change strategies and events.
The five phases, in their general starting order are:
The approach to phases recognises that phases of change never happen in clearly defined chunks. Further, nearly all the know phases of change exist concurrently during change. For example, the executives leading the change and the project team building the change infrasturcture are normally well past introductory phases long before the rest of the organisation even approaches the beginning or align phases. This dissonance is a common source of project and change shock, leading to disruption and conflict.
So in BASIC 8 phases are approached as having a start-to-start relationship with their successors. This gives it the ability to deal with situations where different parts of the organisation are at different phases. It also makes it more useful for non-restructure change strategies. Most change management material focuses on restructure types of change but these only represent 12.5% of possible change strategies and events.
The five phases, in their general starting order are:
Begin
Align
Shape
Implement
Consolidate
The second part of BASIC 8 is the management of the BASIC phases and organisational activity using eight primary activity layers essential for effective change. These areas include different roles in the organisation and different strategic and operational functions.
The eight primary areas provide an agenda framework for ensuring that change support activity is happening when and where it is needed. This liberates the change management activity from project activity, which is only a subset of the change agenda.
The eight layers use the acronym PRIME-CAB. These are the primary action areas that can take you to a successful change outcome. The layers are:
The eight primary areas provide an agenda framework for ensuring that change support activity is happening when and where it is needed. This liberates the change management activity from project activity, which is only a subset of the change agenda.
The eight layers use the acronym PRIME-CAB. These are the primary action areas that can take you to a successful change outcome. The layers are:
Planning and strategy
Risk management
Individual contributor activity
Management activity
Executive activity
Communication
Action for change (e.g. projects, team practices)
Business operations (e.g. production, sales)
The two parts of BASIC 8 come together in a simple, easy to apply agenda management menu. It prompts leaders to examine who needs to be doing what, where and when. It can be used in strategic leadership processes, local management roles and with project activity. In this way organisations get the structure they need for planning, monitoring and accountability while still remaining adaptable to the emerging and fluid dynamics that occur during change.