We’ll start with an outline of the change process. First, we determine the underlying problem. Second, we develop a solution. Third, we help you with the change. After this, if we have not solved the problem, we must go back through the change process.
Most of the time, when a manager states a problem, it’s actually a symptom of a deeper, underlying issue. Some managers make the mistake of attempting to fix the symptom, which tends to have only a short term impact. So, we begin with diagnostic questions that will help us determine what level the problem exists at.
There are three possible levels the problem can exist at: the individual level, the team level, or the organization level. If the problem is at the individual level, we’ll decide whether it stems from the organization’s design, team’s design, or individual issues. If the problem is at the team level, we’ll decide if it stems from the team as a whole or the organization as a whole. Lastly, if the problem is at the organization level, we’ll decide whether it stems from the environment or the organization design. Depending on our findings, we’ll select the appropriate data gathering methods and collect more detailed data
After analyzing the data we’ve collected, we’ll generate possible solutions and weigh the advantages and disadvantages of each. We’ll select the solution we feel best fits the situation and present our findings to your department
If the client chooses to use the solution, you help them through the change
We should at least see some improvement with the implementation of the solution. If the solution is effective, great. If the solution is ineffective at solving the problem, we’ll revisit the data and determine whether we identified the wrong underlying problem or chose the wrong solution
You should also create a contract that briefly outlines what they can expect of you, what you expect of them, a general timeline of events, and the outcomes you expect from the change process.