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The reason to change, whether motivated by threat or opportunity, is instilled within the organization and widely shared through data, demonstration or demand.
The need for change must exceed its resistance. Why change? How will we prove to our stakeholders that we need this change?
Threat/Opportunity Matrix
Used to frame the need for change as a combination of threat & opportunity over the short- and long-term
Tool Practice
- Select a facilitator for each tool
- Other team members participate and observe for feedback later
- Tools to practice:
- Brainstorm key stakeholder list
-Threat/Opportunity Matrix
-3 D’s Matrix
- Facilitate debrief
3 D’s Matrix
Used to build a case for change with evidence using data, demonstration, demand.
Answers: “Can I prove it?”
Assess Progress
- Is there alignment in terms of the need for change?
- Are there common messages the team can leverage regarding the need for change?
- Do we have multiple types of evidence that will speak to multiple types of stakeholders?
Assess Progress
- Has a vision been clearly articulated?
- Is the team aligned around the vision?
- Is the vision simple and can translate into day-to-day behaviors?
- Is the vision motivating, actionable and measureable?
- Is the vision understood and shared across the business?
- Does the vision reflect the interests or needs of key stakeholders ?
The desired outcome of change is clear, legitimate, widely understood and shared; the vision is shaped in behavioral terms.
Questions This Answers :
- How do we paint a picture that appeals to the “head and heart?”
- Where are we heading?
- How aligned is the vision with key business values and initiatives?
- Can the team explain and reflect the vision in behavioral terms to diverse stakeholders ?
From Vision to Action:
Backward Imaging
Used to help team members think about the future they are working to create
- Imagine your project has been wildly successful….
- Find words and pictures to describe what you would see, feel and hear as you watch stakeholders in the new, changed state…
- Leverage stakeholder-specific vision elements, test and modify…
Behaviors: More of/Less of
Used to help clarify what the team expects from the new state in behavioral terms
Elevator Speech
Used to help team members communicate specific messages in a unified, consistent and compelling way
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