Seven audiences, one announcement and a schedule measured in hours make up GB600's Unit 7 stakeholder response plan for a court reporting firm opening digital work, leak contingency included. Searches like "gb 600 unit 7 assignment example", "gb600 unit 7 sample" and "gb600 unit 7 example" land here.
What a finished GB600 Unit 7 stakeholder response plan looks like
A plan of about four pages, most of it one sequencing table. Seven rows run in the order audiences will hear the news, from the [six] senior stenographers who lead the offices, told at eight on the morning of day zero, to the trade press, which learns nothing until day five. Each row names the message in a sentence, the messenger, the channel, the hour, the first question that audience will ask and what it will not yet be told. A short paragraph above the table states the ordering rule: people whose work changes hear before people whose choices change, and both hear before people whose opinion matters. Beneath it sits a contingency for the likeliest leak, a stenographer mentioning the news to a client before account managers call.
How a GB600 Unit 7 example is structured
The decision itself opens the plan in two sentences, so every later row can be checked against what is actually being announced. The ordering rule comes next, argued rather than asserted: a reporter who hears about digital work from a client learns two things, the news and that the firm did not trust her with it first. Rows then follow the clock. Senior stenographers are told an hour before everyone else so they can answer their teams; all reporters and scopists hear from the founder on video, with a written question sheet and the two-year no-layoff commitment; the pilot clients get calls that afternoon. The professional association row carries the most commentary, since the founder once led it and it opposed digital certification. A leak contingency and a list of what stays unsaid, including any plan for the second state, close the plan.
The rule behind the order
Work changes first, choices second, opinions third. The plan argues the rule from one consequence: a stenographer who learns the news from a client concludes she was trusted less than the client, and no later explanation fully repairs that inference.
Eight in the morning, day zero
The [six] office leads meet the founder and the operations director in person an hour before the all-staff call. They receive the question sheet early, because their teams will come to them within minutes and a lead caught unprepared becomes a source of rumor.
The founder, on camera, at ten
Every reporter and scopist hears the decision from the founder, with the no-layoff commitment for [twenty-four] months stated in his words and in writing. Questions are taken live; any without an answer is logged with a date for the reply.
Clients by phone, not by memo
Account managers call the [four] pilot clients that afternoon and the next [twenty] by the end of day two. The script leads with what does not change for them, their usual reporters, before describing the new option.
An association the founder once led
The state reporters' association opposed digital certification, and the founder is a past president. He calls its current president personally on day three, before any public mention, and the plan admits the call may end a friendship regardless.
If a reporter tells a client first
The likeliest leak runs from an office to a client between the all-staff call and the account managers' calls. The contingency moves every client call forward to the same afternoon and gives account managers a two-sentence version to use.
Where marks go in GB600 Unit 7
A stakeholder list with no sequence weakens more Unit 7 plans than anything else, because this GB600 unit typically centers on the order in which audiences hear a decision and the reason for that order. Plans announcing to everyone at once, usually by email, skip the unit. Messages written identically for every audience cost the analysis row, since a stenographer, a court administrator and a law firm partner each ask a different first question. Credit gathers where the ordering rule is stated and then applied without exceptions, and where the plan admits what one audience will resent. A leak contingency tends to be rewarded because real sequences break. Graders also read what the plan leaves unsaid: a list of deliberately withheld items, each with a reason, shows judgment that a plan disclosing everything cannot.
Get a GB600 Unit 7 example written to your instructions
Who hears first? Name what your Unit 7 plan announces and every audience it touches, with what each stands to gain or lose, then add the instructions and rubric. A plan sequencing them by the hour, leak contingency included, comes back in 24-48h at no charge for a first request.
GB600 Unit 7 questions, answered
How many stakeholder groups should the plan include?
Five to eight groups is typical, covering anyone whose work, choices or opinion the decision touches. Splitting a large group matters more than adding small ones: senior staff and everyone else often need different timing, and major clients differ from the rest. A plan with twelve groups and one message holds less analysis than one with six groups handled distinctly.
Should the plan include the actual messages?
Most prompts want at least the core message for each audience, often a sentence or two, plus the likely first question. Some ask for one full script, usually for the hardest audience. Draft messages as they would really be said, since register matters: an association president and a junior scopist should not hear the same wording.
What if the decision has already leaked at my workplace?
Then write the plan as a recovery: who heard secondhand, what they now believe, and the order in which the remaining audiences should hear it properly. A recovery plan can make a strong submission because the damage is visible and specific. Describe the organization anonymously and keep the people involved to roles.