Change - Strategic Facilitation

by Tony Mann

When and where to use the models and tools

The models and tools that are explained below are ones that are used to create a change plan. The following list shows them together with situations in which they work best.

No Model/tool Description Stage in change process
1 Process Iceberg® Organisation model This model is the core of strategic change. It provides a framework for implementing change and for analysing organisational issues (see 3, below). It enables the change leader to manage the change agenda in a systematic way. At every stage
2 Feedback model This powerful model is used to check and ensure understanding between people, explore perceptions and climb out of uncertainty.  (Stage) At the understanding stage, when you need to climb out of uncertainty and at every stage, to explore perceptions and deepen understanding At the understanding stage, when you need to climb out of uncertainty and at every stage, to explore perceptions and deepen understanding
3 Symptom, cause, action (SCA) Symptom, cause, action is used to explore the implications of problems and issues in an organisation. It can be used as an internal analysis tool or to assess external factors. In the implications stage of change and when exploring internal problems that suggest change is needed
4 Linked icebergs This model helps align two organisations that are merging or different parts of the same organisation and suppliers to ensure that the strategic goals can be achieved. At an early stage and as a diagnostic approach to problems between organisations or depts/suppliers
5 E versus V (economic versus values imperative) This version of the Process Iceberg® Organisation model helps align the values and the strategic goals and examines any anomalies that could cause conflict and disruption. At an early stage and whenever there is a conflict between the values and economic imperatives
6 Summarise, propose, outcome (SPO)   Summarise, propose, outcome is used to make new proposals, indicate what needs to be done and help the organisation move forward. When the organisation needs to look at new ways of working or operating
7 UIA=O+E (understanding, implication, application, ownership, empowerment) This model is the key model for building the case for change. It helps bring people along and using it supports the communication process. As a guiding model
8 Perception,
trust and agreement
This model is designed to be used in a workshop setting to help different stakeholders explore their differences and find how to build a more productive relationship. As part of the implications stage of change and whenever internal or external stakeholders are having problems
9 Strategic readiness for change  The ability of the organisation to cope with change will depend to a large degree on how sophisticated their existing management practices and processes are. This matrix helps assess the organisation’s competence and readiness to manage change. The model helps to assess the readiness for change and ensure that the organisation establishes the most appropriate plan for change – one that is within the capability of the organisation and its members and one that will meet the challenge of the required change. At an early point in the change to identify the organisation’s readiness to tackle change.
10 Spider plotting The ability to make things visual in a meeting/event/workshop is key to helping people ‘see’ the issues. The spider plot can be used to help visualise factors that need to be evaluated/assessed. When the group wants to get a quick analysis of data, factors, options or issues
11 Key driver analysis, using a combination of approaches The KD Analysis provides a framework for exploring the external KDs and their impact on the strategic focus and capabilities of the organisation. Pre-change Regular activity for the SMT
12 Stakeholder mapping When the organisation/project needs to examine the impact of any action in terms of stakeholders When the project/change will impact on stakeholders