DELIVERIES & DATES THIS WEEK

LIVE SESSION:

The LIVE SESSION will be held on TUE 17 MAR from 15:00-16:30 CET with Learning Experience Designer Alex Neuman.

Make sure you watch the 19 minute content video below with Alex Neuman so you are ready to dive deep into the session with Alex!

TASKS & DELIVERIES:

1. POD CALL Help define and refine each others' transformation prototypes
2. SHARE YOUR PROTOTYPE Uploaded as a PDF in the #4_prototypechange channel on Slack by Wed 25 MAR.
3. INDIVIDUAL REFLECTION JOURNAL Uploaded as a PDF in the #4_prototypechange channel on Slack by Sun 22 MAR.

See instructions for each delivery below.

Unlocking progress through prototyping and storytelling

Your change case is moving forward. You're working through barriers and going after opportunities. This module continues to push the 'dare to do' approach through active prototyping and storytelling as mechanisms to build support and momentum within your spheres of influence. It's all about asking: how can you SHOW people around you what the future can look like and bring them on board as allies and champions for your case?

Last week you explored stakeholders' incentives and needs in relation to your change case. Sometimes it's possible to convince people of the value of change through logical explanation and argument. But as we know, humans are naturally resistant to change. Often, simply making the case just doesn't cut it. One way to circumvent change resistance is to work "under the radar" – building minimum viable version of your desired future state that shows rather than tells. Something that helps the stakeholders to quickly see the potential impact, value and possibilities. This approach is powerful because it can help you get around people's threat system ("Uncomfortable change=bad!") and instead activate their reward system ("Clear possible future that I like=good!") There are many ways to prototype the future. In this module, we'll introduce a range of approaches and then challenge you to roll up your sleeves and create.

So the question is: How can you make the possibilities of the change tangible and visible through prototyping? How can you help people to “jump to the end” and experience the value of possible futures? And how can you then turn them into allies and advocates for the change you're driving?

“Don't tell me the moon is shining; show me the glint of light on broken glass.”

This quote from the playwright Anton Chekov sums up a classic piece of advice familiar to anyone who has ever taken a creative writing class: in writing, show don't tell. In other words, bring the story to life by activating the reader's senses. Invite to them feel, smell, touch, hear, and see. This way, the idea goes,you captivate the reader's imagination and keep them turning the pages.

PROTOTYPING ANYTHING

What comes to mind when you think about the word 'prototype?'

At first glance, we might think that "prototyping" is the only domain of designers and engineers – those whose work involves developing products and services. And while the art and craft of prototyping may have it's origins in those fields, we can apply the same approach to virtually any challenge where the aim is to create something new.

A prototype can be defined as "an early sample, model, or release of a product built to test a concept or process or to act as a thing to be replicated or learned from."

If we simplify that definition slightly, we get to a notion of prototyping that can be applied to driving change: an early version of something that can be tested and learned from. As we know, change is hard because humans and organizations are complex and unpredictable. We can't rely on any linear formula or roadmap to get there. Prototyping offers an approach to make progress through trying things out on small scale, learning, and then taking the next step.

But what can prototypes look like in the context of an organization? If you're not prototyping a product like a new watch, what does it really mean to prototype and build something and test it with users? Here are a few examples to help you think about what it might mean to prototype in the context of leading change.

Processes

Many change cases are about transforming how people work together in an organization. From technology platforms, to meeting routines, team structures to production workflows, process is the lifeblood of any organization. Prototyping a process could include: experimenting with a new software for collaboration; bringing together a group of people who normally collaborate; trying out an unconventional new approach to doing work; engaging in a new partnership on a test-basis, etc.

Product & Service

Often, change cases are closely linked to the evolution of organization's products and services (and their corresponding business models.) All organizations must work on how to continuously deliver value to those they serve. Prototyping is THE approach to product and service innovation, especially in the fast-paced digital age. Prototyping products and services includes everything from concept sketching on paper to high-fidelity digital prototyping. It's easier than ever to build product / service prototypes (especially digital ones) with many new tools available to play with.

Purpose & Values

Okay, this one gets a bit "meta" but sometimes, a change case has everything to do with re-inventing or re-invigorating the core purpose, vision and values of the organization. It's reason for being and core identity. This is big stuff, but just like anything else, this too can be prototyped! Prototyping identity and values could include: co-creation workshops with mixed groups of stakeholders, visual storytelling material that shows an alternate/new version of the organization's purpose or values; interviews with customers that give a rich 'outside-in' perspectives, etc.

GET GOING

There' s no one right way to approach prototyping. Here we offer a set of techniques and tools that you can mix and match as you get to work on your prototype. Remember not to fall back on what feels easy and familiar. Challenge yourself to work in new ways and tap into the experience of the group for support and guidance.

1. Identify your prototyping & testing "space"

Your first step is to define the "space" you want to prototype within. It's the first step of deciding what you will prototype. This step can easily turn into a big hurdle (and resistance loves to show up when it comes to making decisions!), but remember, dare to do! Use the questions in the section above to surface ideas and possibilities and then hone in with these three questions below.

Questions to consider:

• Where is your biggest pain point for the change to progress?
• What needs to happen to get to where you want to be?
• What assumptions you would like to prototype?

By clearly identifying the biggest pain points, needs and assumptions you frame a rich exploration space for creativity.

2. Phrase an elegant motivation question

Try to define a question for the prototype that is starting with How might we…. Think about how this can unlock curiosity and action with your stakeholder. Go back to the Stakeholder Empathy Map and try to understand what would help your stakeholder to see things differently. Remember the example from the previous learning kit where they changed the phrase from “What does eLearning mean to us and What should we do?” to “How can we use technology to strengthen our methodology and purpose?” The team shifted the whole project by simply rephrasing the question.

3. Identify opportunities to run the prototype

Prototyping is designed to bring to life a basic functioning version of your final solution, so that your stakeholders can explore and feel the future potential, while you can learn from their reactions and feedback. When picking a solution to prototype try to look for opportunities where you it feels relatively easy to build and test the test. Doing it with a reasonable amount of stakeholders is key - too many and you will face a bottleneck. Think about how you can start small.

A prototyping team could be set up in a lot of different ways, here are some examples:

A) Pick a Champions Team that can drive the development

One common barrier in change is that people fear to fail. Engaging people in doing things in new ways includes a high risk of failing. People often fear for the risk their own personal brand and even job. This is a result of the perception of potentially being associated with something that might not be a success. Some people are less afraid and dare to be in the forefront, find those people. We call them Champions.

When choosing your Champions Team look for formal as well as informal influencers. Some people will be more important for you to get onboard, because of their leadership, knowledge or drive when they get excited about something.

Decide how you want to include people. For example: by invitation only (you picking and recruiting these people), or can whoever that wants to join, join? Do you need permission from someone so that they can spend the time they need on the prototype?

B) Choose a pilot team

Do you have a piece of your business that is fairly easy to experiment with? It might be a market, a product team, the management team or your own team. The Pilot Team might test new ways of working and you can measure the results.

C) Bring external support

We know from the work we do with our clients that running a test that an external partner facilitates can be freeing and more effective. They also can bring an outside perspective and reduce the risk of feeling threatened by having an external view of a proposed change..

With this option, choose a partner that aligns with your values and that brings another perspective. Trust is key for a partnership like this, so make sure you pick a partner that you feel respect and a sense of trust for.

Questions to consider:

• With what team or piece of business can I start testing the change I wish to accomplish?
• Where can I run a prototype that allows for quick decisions and testing, and that I can learn from?

4. Design your prototype

Defining your process doesn’t have to be done in detail before you start, but being clear about what need to be produced and created is helpful. This is another one of those areas that can easily grow and become overwhelming. Keep it simple. Use the tools you have. Daring to do is more important that perfection.

You might even argue that designing it as you go based on data and learnings will strengthen the process, as long as you are clear about the purpose of it.

When you design your prototype, keep the participant journey in mind. Make sure the process is worthwhile for them.

Questions to consider:

• What are the stages and timeline of my prototype?
• What material do we need?
• Who is responsible for what part?
• What is required from the participants?
• What is in it for the participants? What do they get from being in the process?

5. Build it!

Time to create! This stage can feel daunting, but the key is to get started. Also, remember that there are so many tools and services to draw on, especially when it comes to building quick digital prototypes. Get creative here and dare to experiment with some new tools or tech. We've curated a list to help you get started quickly. Explore them and consider how they might be combined to create value-rich solutions.

6. Test & Tweak

Building a prototype alone isn’t the end of the process. Spend time testing what you build with real users and stakeholders in order to gather insights and improve the solution. Go through as many loops of testing and iteration as you can. Here are some suggestions for testing and iteration.

• Invite a diverse range of testers. Don’t only rely on those close to you. Get out of your bubble to get rich insights
• Observe to learn. Closely watch how people interact with your solution and extract insights from their behaviour
• Listen to learn. After a user test ask lots of questions. Probe from many angles, and listen for insights you can use
• Test, iterate, then test again. The more loops you go through the better your solution will become!

7. Visualize and communicate the result

The idea with a prototype is to gather data and information to determine your next step. You won’t know what information you will get, but whatever comes, you need to be able to use it, visualize it and communicate it. Seeing the end result is a powerful tool to get us to where we want to go. Brain studies have revealed that thoughts can produce the same mental instructions as actions. Mental imagery impacts many cognitive processes in the brain including motor control, attention, perception, planning, and memory.

Through visualization, the brain is getting trained for actual performance. Mental practices can also enhance motivation, increase confidence and self-efficacy. Prime your brain for success, and increase states of flow!

By visualising together with others you will help stimulate action with the collective of the team you are working with. Consider using the Interactive Storytelling tools above to bring your story to life in compelling ways.

Questions to consider:

• What are the possible outcomes of this test?
• How can I capture the learnings, insights and outcomes?
• How can I visualize and communicate it to create engagement to a broader audience of stakeholders?
• What are my potential next steps, after the prototyping?

8. Iterate and scale

Once the prototype process has played out - decide how to iterate or prototype or begin scaling it. Depending on the output of your prototype this phase might look completely different than what you think might happen today. Keeping yourself open for Kaizen is the key.

Questions to consider:

• What will we do to make sure we are open to the information and data from the prototyping?
• What will the process look like once the prototyping is done?
• Who will need to be involved to make a decision on next steps?

Above all, remember to stay focused on your driving purpose (the change case you are driving), to expect surprises and bumps in the road, and to continuously learn and feed your learning into your next step.

1. POD CALL

During this pod call your task is to support and challenge each other to make progress with your prototypes, no matter what stage of the process each person is at.

SUGGESTED AGENDA

• Check in (5 minutes) Choose a check in question that helps you get present and focus on the pod call.
• Sharing & Coaching, one at a time (45 minutes) Show or share something of your prototype, it could be a napkin drawing, a photo, a link. The only rule here is that when its your turn, you can't only tell, you also have to show at least something.
• Check Out (10 minutes) Use the check out as a way to debrief and create closure of the experience. Choose a check out questions that helps bridging the call with everyday life, some examples: What feeling are you taking away from this call? What did I learn from this call and how can I apply my learnings?

DELIVER

Nothing to deliver from this pod call, but feel free to share highlights in #4_prototypechange

3. REFLECTION JOURNAL

Use the following questions as prompts for this week’s reflection journal. Treat them as ‘jumping off points’ rather than questions you must answer individually and specifically. Feel free to reflect from other angles too!

REFLECTION QUESTIONS:

• What affected you most this week and what have you learned?
• What new insights have you gained from prototyping?
• What resistance(s) do you notice in yourself? How are you handling it?
• How are you staying healthy and balanced through this change journey?

TOOL

Individual Reflection

DELIVER

WHAT: Your Reflection Journal

WHERE: Upload a PDF in Slack, channel #4_prototypechange

DEADLINE: By Sunday

Get inspired: Here is the blog post Why driving change is a marathon and not a sprint by Bella Funck, Former Director of Customer & Network Experience at Hyper Island and one of the creators of this Driving Transformation course