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5 From Idea to Outcome
In Chapter 3 we discussed paradigms concerning change: What exactly does the concept of change mean to an individual (which color?), and is this meaning experienced consciously or subconsciously? In Chapter 4 we looked at a method for change: Which main elements seem to be constant irrespective of how people view change? What does a road map for change processes look like? In this chapter we will delve yet a little deeper: What exactly do you, as a change agent, do in each specific phase of a change process? How do you steer through the four phases from idea to outcome? This chapter probably offers the change agent in the field the most practical advice. During external and in-house courses in change management we have noticed that most change agents wrestle with the question of how to structure each phase (Figure 5.1). How do you find answers to questions such as the following: • What exactly is the problem? How do I uncover that? Why are things the way
they are? How do I make sense of what I see? These questions lie at the heart of the diagnosis, and we deal with them in section 5.1. • Where can you find a driving force for change? H o w do you achieve leverage: maximum effect through minimal effort? O n what do you base your approach and what do/should you call it? These are questions related to change strategy. We address them in section 5.2. • What constitutes an integral, consistent, and feasible plan? H o w can you have activities building on each other rather than interfering with each other? H o w do you compartmentalize and phase all the activities, and how do you keep track of them? Questions concerned with the intervention plan (5.3). • How do we implement such a plan? Which tools are available, and how do we structure our interventions? Questions to do with interventions are examined in section 5.4.
103
Figure 5.1 The Four Phases
The contents of this chapter offer a deeper insight into the phases (4.5) and the
In Chapter 3 we discussed paradigms concerning change: What exactly does the concept of change mean to an individual (which color?), and is this meaning experienced consciously or subconsciously? In Chapter 4 we looked at a method for change: Which main elements seem to be constant irrespective of how people view change? What does a road map for change processes look like? In this chapter we will delve yet a little deeper: What exactly do you, as a change agent, do in each specific phase of a change process? How do you steer through the four phases from idea to outcome? This chapter probably offers the change agent in the field the most practical advice. During external and in-house courses in change management we have noticed that most change agents wrestle with the question of how to structure each phase (Figure 5.1). How do you find answers to questions such as the following: • What exactly is the problem? How do I uncover that? Why are things the way
they are? How do I make sense of what I see? These questions lie at the heart of the diagnosis, and we deal with them in section 5.1. • Where can you find a driving force for change? H o w do you achieve leverage: maximum effect through minimal effort? O n what do you base your approach and what do/should you call it? These are questions related to change strategy. We address them in section 5.2. • What constitutes an integral, consistent, and feasible plan? H o w can you have activities building on each other rather than interfering with each other? H o w do you compartmentalize and phase all the activities, and how do you keep track of them? Questions concerned with the intervention plan (5.3). • How do we implement such a plan? Which tools are available, and how do we structure our interventions? Questions to do with interventions are examined in section 5.4.
103
Figure 5.1 The Four Phases
The contents of this chapter offer a deeper insight into the phases (4.5) and the