Change - Strategic Facilitation

by Tony Mann

UIA=O+E

This model is at the core of the participative process, harnessing the power of two-way communication, especially important in strategic implementation. It provides the framework for engaging people and affords a step-by-step approach to ensuring participation.

The model should be used from the start and also throughout the strategic implementation process, as a reminder that the first stage in engagement is building understanding of the reasons and rationale for any change.

How to apply

  1. Create a process for building understanding. This process should include
  • One to all sessions, in which experts/specialists provide information about the external environment and especially the KDs
  • All to one workshops, in which people feed back what they are hearing
  • Everyone sessions, in which people can respond to surveys and so on to give their response to the information and to measure their understanding of it.
  1. Create a process for exploring the implications of the KDs on the organisation. This process should include
  • Project groups based around specialisations, different teams or products/services, to examine the implications of the KDs; these groups will need facilitating and each task they undertake will require the use of the appropriate tools and the most suitable approach
  • Workshops where groups of staff can explore the implications of the external KDs. These workshops should build on the understanding workshops. Working in small groups that can be either mixed or homogenous, they should be asked to feed back the consequences of the KDs for their products/services or functions.
  1. Create a process to capture the application – that is, the actions that the organisation needs to take in terms of the strategy, values and the capabilities (see here) as well as all actions that have been identified in the previous phases. This workshop will help define the strategic implementation plan.

Throughout this process, the strategic facilitator should be monitoring the buy-in and ownership of the staff and checking how empowered they feel and think with regard to the changes taking place.

 

This model is the guiding framework for the strategic implementation process. At each stage, the change leader and strategic facilitator should be designing the process to work through these stages of u+i+a and to go at the speed that ensures that people are absorbing the information in line with their MBTI profile and gaining the necessary insights to make the strategy work. In this way, they will ensure buy-in and commitment from people.