The Case for Change and Vision are critical elements of any Change Strategy.
What is the Case for Change?
The Case for Change is a statement or set of statement highlighting the rationale for changing the status quo, while the Vision sets our the aspiration of the programme. Both should consider how the change might be perceived from rational, emotional and political perspectives. This post highlights 8 questions that you can ask you make your Case for Change more compelling, ensuring that a rich variety of motivational touch-points are considered.
8 Questions to ask to make your Case for Change more compelling?
Does your Case for Change:
- Connect the change with the broader strategy and goals of the organisation, by pointing out the risks of not changing?
- Highlight hassles, frustrations, perceptions of unfairness and other things annoy or upset people in the current situation?
- Set out the changing context to which there is a need to adapt (e.g. technological trends, best practices, regulatory change, environmental change)?
- Appeal to the people’s desire to be creative, try new things and make it feel safe to start the change journey?
- Focus on how the status quo limits competitiveness, personal performance and / or ambition?
- Point out how the current state limits working effectively together as a team or collaborating across boundaries?
- Place the need to change in terms of personal needs, such as well-being or work-life balance, or imply a more personalised experience?
- Focus on issues that exist in developing personal relationships, or supporting others (including customers and community)?
You may not be able to answer every one of these questions for your own change programme, but by thinking about them you should be able to develop a more rounded Case for Change that touches on different motivations to begin the process, or at least to get people thinking about beginning the process, of change.
Common mistakes that change professionals use in developing a Case for Change include focusing only on business benefits (that most people don’t really care about), or thinking a bit too narrowly in terms of WIIFM (What’s in it for me?). In reality, as the questions above show, people aren’t entirely selfish in their motivations to change. Employees might resist change because it has a negative impact on their colleagues, for example, or on customers.
Aim for discomfort rather than fear
Remember, the aim of the Case for Change is not to create fear, but to create discomfort with the status quo, as a platform for getting people to engage further with a Vision that will provide a compelling destination to the change journey.
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