OpenClaw

change-management

Framework for rolling out organizational changes without chaos. Covers the ADKAR model adapted for startups, communication templates, resistance patterns, and change fatigue management. Handles process changes, org restructures, strategy pivots, and culture changes. Use when announcing a reorg, switching tools, pivoting strategy, killing a product, changing leadership, or when user mentions change management, change rollout, managing resistance, org change, reorg, or pivot communication.

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查看来源 ↗安装与使用 SKILL.md ↗

安装与使用

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SkillHub CLI

skillhub install alirezarezvani/change-management

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技能说明

Change Management Playbook

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 announce...

来源信息

Source: github
Repository: openclaw/skills
Path: skills/alirezarezvani/change-management
Version: —
Commit: 9cc3de34f1a99e7f8ea38ab374cf851f548188d2
分类来源: rules
状态: active
可见性: public

这些信息来自收录时的来源分析，可能滞后；使用前请核对最新来源文件。

来源内容

SKILL.md

# Change Management Playbook

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 announce...

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