What is it

A practical session that helps a team understand and apply the Change Acceleration Process. The focus is on building commitment, increasing speed and making change stick.

Why is it useful

• It balances technical change with human behaviour.
• It gives teams a clear roadmap for leading change.
• It reduces resistance by creating shared understanding.
• It strengthens long-term adoption.

General Electric introduced the Change Acceleration Process to support its Six Sigma work.

Target Audience

Teams leading or supporting organisational change.

Objectives

• Understand the seven CAP components.
• Explore current strengths and gaps in the team’s change efforts.
• Identify key stakeholders and sources of resistance.
• Create simple actions that improve change adoption.

Materials Needed

• 120 minutes
• Sticky notes
• Markers
• Flip chart or digital board
• Printed CAP model (optional)
• Timer
• Breakout spaces if remote

Process

1. Warm Up (10 minutes)

Goal
Help the team reflect on past change experiences.

Activity

• Ask people to write one word that describes how change usually feels in this organisation.
• Quick sharing in pairs then in the group.

Debrief

• Ask: What patterns do you notice?
• Capture common reactions.

2. Introduce the CAP Model (15 minutes)

Goal
Give a clear overview of the seven components.

Activity

• Walk through
  • Leading Change
  • Creating a Shared Need
  • Shaping a Vision
  • Mobilising Commitment
  • Making Change Last
  • Monitoring Progress
  • Changing Systems and Structures
• Give a short example for each.

Debrief

• Ask: Which components feel strongest here?
• Ask: Which feel underdeveloped?
• Capture key insights.

3. Diagnose the Current State (20 minutes)

Goal
Help the team see where they stand in a current or upcoming change.

Activity

• Draw the seven components on a board.
• Ask people to rate each one from weak to strong using sticky notes.
• If remote, use a digital rating scale.

Debrief

• Ask: Where do we have momentum?
• Ask: Where are the biggest risks?
• Highlight the top two or three areas needing attention.

4. Creating a Shared Need (15 minutes)

Goal
Clarify why the change matters.

Activity

• Ask small groups to answer
  • What problem or opportunity drives this change?
  • Why now?
  • What happens if we do nothing?
• Groups record their answers on mini posters.

Debrief

• Groups share.
• Ask: What feels most compelling?
• Capture a simple shared need statement.

5. Shaping the Vision (15 minutes)

Goal
Create a picture of what success looks like.

Activity

• In groups, ask people to describe the future in one or two sentences.
• Encourage short, clear statements.

Debrief

• Share all visions.
• Ask: What themes stand out?
• Combine ideas into one draft vision.

6. Mobilising Commitment (20 minutes)

Goal
Identify supporters, neutrals and resistors.

Activity

• Ask groups to map stakeholders into three categories
  • Supporters
  • Neutrals
  • Resistors
• Discuss what each group needs.

Debrief

• Ask: Who has the most influence?
• Ask: What approach will help us build commitment?
• Capture actions for each group.

7. Making Change Last and Monitoring Progress (15 minutes)

Goal
Plan how to sustain new behaviours.

Activity

• Ask groups to discuss
  • What behaviours must become routine?
  • How we will measure progress?
  • What early wins we can track?
• Capture ideas on a board.

Debrief

• Ask: What measures will tell us the change is working?
• Agree a simple set of indicators.

8. Aligning Systems and Structures (10 minutes)

Goal
Identify structural factors that support or block the change.

Activity

• Ask people to list policies, processes or incentives that need adjustment.
• Capture them on sticky notes.

Debrief

• Cluster notes into themes.
• Identify the top two structural changes that would have the biggest impact.

9. Personal Commitment (10 minutes)

Goal
Ensure individual follow through.

Activity

• Ask each person to choose one action they will take in the next seven days.
• People share their commitment with the group.

Debrief

• Ask: What support do you need?
• Confirm a review point two weeks out.

Secret Sauce

• Keep the focus on behaviour and commitment, not just process.
• Use short rounds to keep discussions moving.
• Encourage people to share real experiences, not theory.
• Invite quieter voices during stakeholder discussions.
• Reinforce that small steps drive adoption more than large plans.
• Keep the shared need and vision visible throughout the session.