Problems with making changes happen

Apathy and indifference block ability to get buy-in Difficulty communicating vision of a proposal One persons improvement is anothers disruption Other initiatives conflict with the change Analysis paralysis Too much second-guessing Lack of a sense of urgency Unexpected obstacles pop up Unexpected implications pop up Efforts are abandoned before achieving expected benefits Efforts are implemented with less benefits than expected Value of proposed solutions are not widely recognized Needed breakthroughs are hampered by a lack of intuition Necessary intuition and information is missing from the solution
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Bob Clark 310-292-5568

A set of obstacles to change. The Six Layers of Resistance

Layer 1 - We dont agree on the problem Layer 2 - Theres nothing we can do about the problem Layer 3 - That idea wont solve the whole problem Layer 4 - Yes, but--- Layer 5 - We cant do it because Layer 6 - Unverbalized fear

Bob Clark 310-292-5568

Are buy-in and solution-building really different endeavors?

Solution Building
Define the problem Identify a breakthrough Flesh out details of a solution Identify and deal with side effects of the solution Figure out how to make it happen Implement the solution

Buy-in for Collaboration

Agree on the problem and its value (WIIFM?) Agree on a direction for solution Agree the solution will deal with the defined problem Agree that no undesirable (side) effects of the solution will occur Agree on an implementation plan Agree to act
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Bob Clark 310-292-5568

The TOC TP provides a coherent process to both derive a solution and achieve buy-in
What to change?
Generic Cloud Process Current Reality Tree

How to cause the change?

Prerequisite Tree Transition Tree Six Layers Informed Leadership Layer 5 Dealing with obstacles Layer 6 Unverbalized fear

Layer 1 Agreement On the problem

To what to change to?

Evaporation Cloud Future Reality Tree Negative Branch Reservations
Bob Clark 310-292-5568

Layer 2 Direction Layer 3 Details Layer 4 Yes, but

Resistance - Layer 1 We dont agree on the problem

Different players have different perspectives and are impacted by different symptoms. Views are colored by the symptoms that impact us the most. Weve attached symptoms individually, but either they keep coming back, or the system as a whole has not seen significant improvement because the core problems hadnt been identified or address. We need to build a common sense of the system as a whole and of how the symptoms are linked to each other and to a true core cause -- the real problem.

Bob Clark 310-292-5568

Resistance - Layer 2 Theres nothing we can do about it

Typically, we feel powerless to act when the demands on us are in conflict ---when were caught in a tug-of-war ---when were on the horns of a dilemma ---when were stuck between a rock and a hard place Its out of our control, something we must live with and continue dealing with by addressing symptoms. We dont even have a direction for a solution.
Bob Clark 310-292-5568 6

Resistance - Layer 3 That idea wont address the whole problems

Sometimes when presented with a proposed solution or change, the relationship between the proposal and the desired results is not clear. The changes cant quite see the full strategy and dont really believe that you can get where you want to go by taking a particular action Can the future reality be described in terms of how the proposed solution turns around the original symptoms (the problems felt by the individual participants) into new desired effects?

Bob Clark 310-292-5568

Resistance - Layer 4 Yes, but . . .?

Little yes, big

but . . .

Resistor sees some negative circumstance that can some about and fights the change. Need to be genuinely open and responsive to concerns raised by others through the design and presentation of the proposed change.

Bob Clark 310-292-5568

Resistance - Layer 5 We cant do it because

Implementing the tactical objectives of a proposed strategy/solution is not a trivial task at least one of them is often a breakthrough, a departure from the currently prevailing tradition. Resistance often takes the form of identifying obstacles that are in the way of We need implementation. We can until Too many obstacles We dont Some are beyond our current have More obstacles capabilities Thatll happen when pigs fly We dont know
We are blocked by Too many obstacles
Bob Clark 310-292-5568 9

Resistance - Layer 6 Unverbalized Fear

A Special case obstacle, sufficiently important to deserve its own layer Uninvolved with construction and communication to this point Intimately involved Directly responsible Other people Leadership Supported by coherent communication of a valid solution Repeat Layer 1-5 Lip service Inactive is often supported by additional conflicts and reservations

Bob Clark 310-292-5568

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