Before committing.
WHAT TO ESTABLISH
What problem this solves Whether the problem is real Whether this addresses the cause What it costs, including disruption What happens if nothing changes
WHY THAT LAST QUESTION
If nothing bad happens without the change, it will not be sustained.
WHAT TO EXAMINE
Whether the current way exists for a reason.
WHY
Practices that appear inefficient frequently address something nobody remembers.
WHAT TO ASK
Why it is done this way.
WHO TO ASK
The people doing it.
WHAT THAT REVEALS
Constraints the change would break.
WHAT TO ASSESS
Disruption during transition Capacity to absorb it Whether other changes are already underway
WHY OTHER CHANGES MATTER
Organisations absorbing several changes simultaneously complete none.
WHAT TO ESTABLISH
What else is happening.
WHAT TO CONSIDER
Sequencing rather than parallel change.
WHAT TO BE HONEST ABOUT
Whether the change is for the business or for the person proposing it.
WHY
Changes driven by personal preference are recognised and resisted.
WHAT TO TEST
The change, small, before committing everyone.
WHY
It reveals what the plan missed at low cost.
WHAT TO ESTABLISH
What success looks like, measurably.
WHY
Without it, nobody can tell whether the change worked.
WHAT TO DECIDE
Whether to proceed at all.
WHY IT DESERVES SAYING
Deciding not to change is a legitimate outcome of assessment.
