By Braden Kelley
This ebook teaches readers how one can use this visible toolkit to construct a standard language and imaginative and prescient for imposing change.
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Extra info for Charting Change: A Visual Toolkit for Making Change Stick
Resource Controllers/Investors These people have things you need—human resources, information resources, and physical resources. You must get them to invest those resources to successfully achieve your desired change. 7. Troubleshooters There are always going to be problems along the way, some expected and some not. Troubleshooters are really good at helping identify those problems and they enjoy the challenge of finding ways around, over, under or through these potential barriers when they crop up.
Another variant is to bankrupt the company and then restart as a new company with all employees having to apply again for their jobs (this has been used to get around trade union issues). Not all coercive approaches are unethical, and some are simply born of the need for urgency. Ethics lie in the values of the people who are planning and implementing the change, rather than in the fact that a coercive approach is being used. The fourth and final factor in your selection of participants for a change planning session is the change implementation strategy you select.
The Impacted (key groups of impacted individuals) Who’s going to be affected by this change? Don’t be afraid to invite these people early on to voice their concerns so that you can understand their objections, identify solutions or mitigations, and potentially recruit them as effective evangelists. 11. The External (perspectives from people not affected) It’s easy to miss risks, assumptions, barriers, and points of potential resistance when you are too close to the effort. Inviting in some people from outside your organization to be part of your planning process or getting their feedback on what you are trying to do will be enlightening because they have a fresh, detached perspective.