Mapping the impact.
WHAT TO ESTABLISH
Everyone whose work changes Everyone whose work is affected indirectly Everyone who must do something for it to work Everyone who could prevent it
WHY THAT LAST GROUP
People with the ability to obstruct are frequently not the obvious ones.
WHAT TO ASSESS FOR EACH GROUP
What changes for them Whether it makes their work harder or easier What they gain and lose What they will worry about
WHY GAINS AND LOSSES MATTER
Changes that benefit the organisation frequently cost specific individuals.
WHAT PEOPLE TYPICALLY LOSE
Familiarity and competence Status or influence Autonomy Established relationships Informal advantages
WHY LOSS OF COMPETENCE MATTERS MOST
Someone expert in the old way becomes a beginner, and that is genuinely difficult.
WHAT TO DO ABOUT IT
Acknowledge it, and provide support to become competent again.
WHAT TO IDENTIFY
Who is influential, regardless of position.
WHY
Informal influence determines whether others adopt or resist.
WHAT TO DO
Engage them early, genuinely.
WHY GENUINELY
Consultation that is actually announcement is recognised immediately.
WHAT TO IDENTIFY
Who will be most affected.
WHAT TO DO
Involve them in designing the change.
WHY
They know what will not work, and involvement produces commitment.
WHAT TO ESTABLISH
What each group needs to hear, and from whom.
