How many times have you seen the case for change made once, on a PowerPoint slide then pushed out to stakeholders to proceed? This rarely works. The pattern of refreshing and reframing, engaging and connecting others as the change proceeds is vital. It would be rare indeed for all stakeholders to be on board before anything even starts to change.
As a business and management consultant, my model, puts this process at the centre, starting with a small group of stakeholders and using the small successes to appeal to others, reframing and refreshing the process as often as required. This appeals to those that work in the system that is changing as it moves beyond the propaganda to substance.
Advances in Neuroscience adds another layer giving practitioners insight on how to influence and persuade, how to avoid causing distress and how to promote a growth mindset. This science has been embedded throughout my model.
If you search for change plans or models you'll find a huge array to choose from, put forward by academics, consultants and managers who have studied organisational change. All of these models have strengths but none demonstrate the cyclical iterative process that forms many change projects.
My model, puts people and relationships at the centre, starting with a small group of stakeholders and using the small successes to appeal to others, reframing and refreshing the process as often as required. This appeals as it moves beyond the propaganda to substance.
If you have a challenging change program, then this is the approach you need to succeed.